MBA Syllabus 2019 FINAL

MASTER OF BUSINESS ADMINISTRATION
PROGRAM STRUCTURE AND SYLLABUS

2019-20 ADMISSIONS ONWARDS
(UNDER MAHATMA GANDHI UNIVERSITY PGCSS REGULATIONS 2019)
EXPERT COMMITTEE FOR BUSINESS MANAGEMENT

MAHATMA GANDHI UNIVERSITY
2019
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MBA Degree Program
(Mahatma Gandhi University Regulations PGCSS2019 from 2019-20 Academic Year)
▪ Aim of the Program:

i. To develop young MBA aspirants into professional managers who can contribute to
the growth of business and industry in India and abroad
ii. To develop leaders with a strong ethical background who can efficiently and
effectively manage business amidst of environmental turbulences
iii. To nurture entrepreneurial skills among young generation and make them effective
change agents
iv. To contribute towards better management practices in the country by way of
offering quality management education.
▪ Eligibility for Admission: A pass in any Bachelor’s Degree Examination of Mahatma

Gandhi University or an equivalent degree of any other Universities duly recognized
by Mahatma Gandhi University with not less than 50% marks in the aggregate for all
parts of examination or a Master’s Degree examination with 50% marks in aggregate.
Under grading system, C Grade of Mahatma Gandhi University or equivalent thereto
from other recognized Universities with not less than 50% marks in aggregate is
required to become eligible for admission. Under any circumstances, it shall be the
responsibility of the Director / Principal to ensure that a candidate is having 50%
marks in aggregate in order to become eligible for admission. For SC/ST students, a
pass in any Bachelor’s Degree examination is needed. Reservation rules are
applicable as per Government of Kerala
norms for eligibility and admission.
▪ Medium of Instruction and Assessment: English
▪ Faculty under which the Degree is Awarded: Faculty of Management Science
▪ Specializations offered, if any: Finance, Human Resources Management, Marketing,

Operations, Information Systems and International Business
▪ Note on compliance with the UGC Minimum Standards for the conduct and award
of Post Graduate Degrees: In compliance with the norms of AICTE and UGC.
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1. PREAMBLE
1.1 Nomenclature of the Programme: Master of Business Administration (MBA)
1.2 Nature of the Programme
Master of Business Administration (MBA) is a two year full time Post Graduate programme
offered under semester system. The programme is delivered under Choice based Credit and
Semester System (CBCSS) with grading system. The revised curriculum of MBA will come
into effect from the Academic Year 2019-20. The full time MBA programme is developed
after considering the national requirements and best practices in management education.
MBA curriculum is designed in line with the recommendations in AICTE model curriculum
2018. The dynamism in educational environment, the evolving expectations from students,
teachers, parents and other stakeholders were considered while developing the revised
curriculum. Also, utmost importance has been given to the learning outcomes and
development of managerial acumen among the participants. `
1.3. Objectives of MBA Programme

▪ To develop young MBA aspirants into professional managers who can contribute to
the growth of business and industry in India and abroad.
▪ To develop astute leaders with a strong ethical background who can efficiently and
effectively manage business amidst environmental turbulences.
▪ To nurture entrepreneurial skills among young generation and make them effective
change agents.
▪ To contribute towards better management practices in the country by offering quality
management education.
▪ To facilitate the Institutions to contribute towards the management of non-corporate
sectors and social enterprises with main focus on local and regional level.
The accomplishments of the course objectives are possible only through synergized efforts of
stakeholders at the micro level of the affiliated colleges.
1.4. Programme Outcomes

• Application oriented Knowledge in Domain and Business Environment (AKDBE)
• Critical Thinking, Business Analysis, Problem Solving and Innovative Solutions
(CBPI)
• Social Responsiveness and Ethical Standards (SRES)
• Astute Leadership and Synergy (ALS)
• Effective Communication (EC)
• Global Exposure and Cross-Cultural Sensitivity (GECCS)
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2. ELIGIBILITY AND ADMISSION
2.1. Eligibility
A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an
equivalent degree of any other Universities duly recognized by Mahatma Gandhi University
with not less than 50% marks in the aggregate for all parts of examination or a Master’s
Degree examination with 50% marks in aggregate. Under grading system, C Grade of
Mahatma Gandhi University or equivalent thereto from other recognized Universities with
not less than 50% marks in aggregate is required to become eligible for admission. Under any
circumstances, it shall be the responsibility of the Director / Principal to ensure that a
candidate is having 50% marks in aggregate in order to become eligible for admission. A pass
in any Bachelor’s Degree examination is needed for SC/ST candidates. The Reservation
Rules are applicable as per the Government and University norms in all the affiliated
Colleges.
2.2 Admission Procedure

The admission procedure in the affiliated colleges should be based on the norms stipulated by
Admission Supervisory Committee (ASC) and approved by Mahatma Gandhi University. All
affiliated colleges are required to prepare the prospectus in accordance with the approved
norms of Mahatma Gandhi University. The admissions to the MBA full time programme
shall be strictly on the basis of merit as determined by the entrance examinations (KMAT
Kerala / CMAT / CAT), Group Discussion and Personal Interview conducted at the
institution level.
The rank list shall be prepared by affiliated institutions on the basis of sum of following
components:
Admissions – Components of Rank List
Component Weight
Entrance Examination Score 80%
Group Discussion 10%
Personal Interview 10%
Based on the score in the entrance test, candidates shall be short-listed for Group Discussion
and Personal Interview. The Group Discussion and Personal Interview shall be conducted by
a panel of senior Faculty Members deputed by the Principal. While preparing the rank list, if
there are same index marks for more than one candidate, he/she will be ranked on the basis of
actual marks obtained in the qualifying examination. Even after this, if there is a tie, they will
be ranked on the basis of date of birth; i.e. the elder person is to be ranked higher. Based on
the performance in the entrance examination, group discussion and interview, merit rank list
shall be prepared and notified duly signed by the Principal/Director and Head of the
Department. An evaluation format for Group Discussion and Personal Interview along with
the Rank List is attached as Annexure 1. The copies of the duly filled Annexure I, the Rank
list and the list of selected students shall be submitted to the Dean, Faculty of Management
Sciences and Registrar of the University by 31st August every year.
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The Reservation Rules are applicable as per the Government and University norms in all the
affiliated Colleges.
3. COURSE DURATION – ACADEMIC AND EXAMINATION CALENDAR

3.1. Academic Calendar
The academic calendar has been designed to ensure that the course will be completed within
the stipulated two years’ time. The commencement of the course shall be in the month of
June of the Academic Year. A semester comprises of 90 working days. The academic and
exam calendar published by the University shall be strictly followed by all affiliated colleges
in order to ensure timely completion of the course, conduct of examinations, project works
and declaration of results.
3.2 Examination Calendar

The calendar for University examinations and Course Viva-voce are presented below. The
exam calendar has been prepared to ensure timely completion of examinations, viva-voce,
evaluation of answer scripts, and timely publication of results.
MBA Examination Calendar

______________________________________________________________________________
Semester University Examinations and Viva-voce Schedule
S1 Course Viva I 1st Week of November
University Examination S1 MBA 3rd week of November
S2 Course Viva II 1st Week of June
University Examination S2 MBA 2nd Week of June
S3 Course Viva III 4th Week of September
University Examination S3 MBA 1st Week of October
S4 Course Viva IV 3rd Week of February
University Examinations S4 MBA 2nd Week of March
The dates for Centralized Valuation Camp will be notified by the University after the
completion of examination.
3.3 Internship and Research Project Calendar

The Summer Internship is scheduled during April -May (not less than eight weeks), every
year and shall be done in a reputed Manufacturing / Service organisation. The evaluation of
Internship shall be conducted during the month of July in all affiliated colleges. The two-
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month Problem centered Research Project is scheduled during April - May (not less than
eight weeks), every year and shall be done in a reputed Manufacturing / Service / Non-profit /
Government organisation. The Project Presentation and Viva-voce shall be conducted by a
panel of external examiners, chaired by a Faculty from University Department, during the
month of June every year.
MBA Internship and Problem Centered Research Project Calendar
_____________________________________________________________________________
Semester Internship / Project Duration
S3 Summer Internship April- May
S3 Internship Presentation July
S4 Problem centered Research Project April to May
S4 Research Project Presentation & Viva June
In addition to the Academic and University Exam calendar, the tentative internal exam
calendar shall be prepared and published by the Board of Studies during the month of May
every year. This is to facilitate and ensure timely completion of internal examinations and
viva voce.
3.4 Duration of the Course
The minimum time period for the completion of MBA Programme shall be two years and the
maximum period for securing a pass shall be four years from the date of admission. The
Principal/ Director of all affiliated colleges shall provide Course Completion Certificate to
the candidates who have completed all courses in the curriculum.
4. MBA PROGRAMME SCHEME – CHOICE BASED CREDIT SEMESTER
SYSTEM
As per National Policy and academic practices, the University have adopted Credit and
Grading system for MBA programme with effect from Academic Year 2019-20. Under the
Choice based Credit Semester System (CBCSS) students can accumulate prescribed number
of credits to become eligible for the degree. The number of credits earned by the students
reflects their level of proficiency attained in the intended outcomes of the course.
The curriculum comprises of courses at four levels:
▪ Foundation Courses (No Credits)
▪ Full Credit Core Courses
▪ Full Credit Elective Courses
▪ Courses of Independent Study (No Credits)
Apart from foundation, core, and elective courses, there is one Summer Internship and one
Problem centered Research Project in the MBA programme.
▪ Summer Internship (not less than eight weeks) – at the end of Second Semester
▪ Problem centered Research Project (not less than eight weeks) – at the end of Fourth
Semester
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4.1 Foundation Programme
It is imperative to provide a foundation programme for the MBA aspirants since the
professional course in management is meant for students from different disciplines. It is
recommended to conduct the foundation programme in all affiliated colleges based on the
course contents prescribed by the University. The foundation programme consists of seven
(7) courses with specific number of hours allotted for completion. The Principal /
Director/Head of the Department shall allocate the courses in foundation programme to
Faculty Members.
The framework for foundation programme is shown in the table given below.
Foundation Programme in First Semester

Course Code Course Title No. of Hours
MBA FC0101 Introduction to Management 6
MBA FC0102 Quantitative Foundation 8
MBA FC0103 Fundamentals of Economics 6

MBA FC0104 Fundamentals of Accountancy 8
MBA FC0105 Introduction to Case Method 6
MBA FC0106 Introduction to Research & Projects 6
MBA FC0107 General Orientation Programme (GOP) 8
No. of Credits – 0 48
Note: The affiliated colleges may add more modules during the foundation programme with zero credit.
Suggested areas in General Orientation Programme (GOP) are:

i. Goal Setting
ii. Attitude Formation
iii. Self-discipline and Professionalism
iv. Leadership & Synergy
v. Group Discussion & Presentation Skills
vi. Self-Learning – Importance of Course Plan
For the Foundation Programme, a maximum of 48 hours is allotted (6 hours per day × 8
days). All affiliated colleges are required to complete the foundation programme within the
stipulated time. The Principal / Director/Head of the Department shall ensure the completion
of foundation programme with an element of evaluation. The documents pertaining to
foundation programme (Schedule, Content, and Evaluation) are to be submitted during
inspection by the University.
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4.2 Core Courses
There are 19 core courses in the MBA programme across four semesters. Core courses
provide multi-disciplined domain knowledge and skills at the basic and working level to the
participants. These core courses lay strong foundation to management concepts which can be
further studied in-depth during the elective phase. A course which carries 3 or 4 credits is
considered as a full credit course.
Semester I - Core Courses
Continual University
Evaluation Evaluation
Course Code Course Title No. of
(Marks) (Marks) Credits
MB010101 Management Concepts & Organizational 40 60 4

Behaviour
MB010102 Business Communication 40 60 4
MB010103 Managerial Economics 40 60 4
MB010104 Accounting for Management 40 60 4
MB010105 Quantitative Methods 40 60 4
MB010106 Legal Environment of Business 40 60 4
MB010107 Environment Management 40 60 4
MB010108 Course Viva I 50 2
The core courses in second semester are presented in the Table given below. Certain core
courses in second semester are intended to provide basic level of knowledge while other
courses are expected to impart knowledge at the working level.
Semester II - Core Courses
(Marks) (Marks) Credit
s
MB010201 Financial Management 40 60 3
MB010202 Marketing Management 40 60 3
MB010203 Human Resources Management 40 60 3
MB010204 Operations Management 40 60 3
MB010205 Management Science 40 60 3
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MB010206 Management Information Systems & Cyber 40 60 3
Security
MB010207 Business Research methods 40 60 4
MB010208 Entrepreneurship Development 40 60 4
MB010209 Course Viva II 50 2
The core courses in third semester are presented in the Table given below. There are two full
credit core courses in third semester, both intended to provide basic level of knowledge to the
participants. The course Business Ethics & Corporate Governance shall be taught and
evaluated as a Case Study paper. The participants are required to analyse case studies in the
Indian context. This recommendation is based on the guidelines provided by AICTE in the
Model Curriculum 2018.
Semester III - Core Courses
MB010301 Big Data & Business Analytics 40 60 4
MB010302 Business Ethics & Corporate Governance 40 60 4
MB010303 Course Viva III 50 2
There is only one core course in semester 4, which is expected to provide working level of
knowledge to the participants. The core courses including viva-voce in fourth semester are
presented in the Table given below.
Semester IV - Core Courses
MB010401 Strategic Management 40 60 4
MB010402 Course Viva IV 100 2
4.3 Elective Courses

All elective courses across functional areas carry 3 credits each. The MBA Programme shall
be offered in Dual specialization scheme (two functional areas are to be selected by a
student). Two courses from each of the opted functional areas are to be selected during a
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semester. In third semester, 2 x 2 = 4 and in fourth semester 2 x 2 = 4 are to be selected by
the students.
Choice of Elective Area
A candidate is expected to select two functional areas subject to the following criteria:
i) His / Her own choice based on preference, skills and aptitude
ii) The availability of Faculty Members specialised in different functional areas in the
affiliated colleges and required infrastructure.
iii) Job market realities and opportunities in a functional area
The final decision pertaining to offer of specialisation choice shall be by the Director /
Principal of the affiliated colleges.
The following areas of specialisations are offered by the University in the third and fourth
semesters.
List of Elective Areas
Sl. No. Elective Area Sl. No. Elective Area
1. Finance 4. Operations
2. Marketing 5. Information Systems
3. Human Resources Management 6. International Business
Finance Electives
Course Code Elective Course Semester
MB80 03/0401 Security Analysis and Portfolio Management S3
MB80 03/0402 Financial Derivatives and Risk Management S3
MB80 03/0403 Management of Banks and Financial Institutions S3
MB80 03/0404 Corporate Taxation S3
MB80 03/0405 Project Risk Evaluation and Management S3
MB80 03/0406 Behavioural Finance S4
MB80 03/0407 International Finance and Forex Management S4
MB80 03/0408 Management of Financial Services S4
MB80 03/0409 Rural Economy and Micro Finance S4
MB80 03/0410 Strategic Financial Management S4
Marketing Electives
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MB81 03/0401 Sales Management S3
MB81 03/0402 Retail Business Management S3
MB81 03/0403 Services Marketing S3
MB81 03/0404 Digital and Social Media Marketing S3
MB81 03/0405 Integrated Marketing Communication S3
MB81 03/0406 Product and Brand Management S4
MB81 03/0407 Marketing Analytics S4
MB81 03/0408 Consumer Behaviour S4
MB81 03/0409 Agriculture Business and Rural Marketing S4
MB81 03/0410 Marketing Research S4
HRM Electives
MB82 03/0401 Training and Development S3
MB82 03/0402 Performance and Talent Management S3
MB82 03/0403 Organisational Change and Transformation S3
MB82 03/0404 Compensation Management S3
MB82 03/0405 Global Human Resources Management S3
MB82 03/0406 Mentoring Coaching and Management Consulting S4
MB82 03/0407 Industrial Relations and Labour Laws S4
MB82 03/0408 Counseling Skills for Managers S4
MB82 03/0409 Human Resources Information System S4
MB82 03/0410 Leadership for Managerial Performance S4
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Operations Management Electives
MB83 03/0401 Supply Chain Management S3
MB83 03/0402 Total Quality Management S3
MB83 03/0403 Project Management S3
MB83 03/0404 World Class Manufacturing S3
MB83 03/0405 Service Operations Management S3
MB83 03/0406 Industrial Safety & Occupational Health S4
MB83 03/0407 Global Operations and Logistics Management S4
MB83 03/0408 Maintenance Management S4
MB83 03/0409 Materials and Purchase Management S4
MB83 03/0410 Advanced Operations Research S4
Information Systems Electives
MB84 03/0401 Decision Support Systems S3
MB84 03/0402 E Business S3
MB84 03/0403 Enterprise Resource Planning S3
MB84 03/0404 System Analysis and Design S3
MB84 03/0405 Cloud Computing S3
MB84 03/0406 Database Management S4
MB84 03/0407 E-Business Strategy S4
MB84 03/0408 Information Security Management S4
MB84 03/0409 Software Project Management S4
MB84 03/0410 Software Quality Management S4
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International Business Electives
MB85 03/0401 International Financial System S3
MB85 03/0402 International Marketing S3
MB85 03/0403 Import / Export Policies & Procedures S3
MB85 03/0404 International Human Resource Management S3
MB85 03/0405 Global Trade Practices S3
MB85 03/0406 International Economic Organisations S4
MB85 03/0407 International Logistics & Supply Chain Management S4
MB85 03/0408 International Trade Promotion Strategies S4
MB85 03/0409 International Business Negotiations S4
MB85 03/0410 International Consumer and Industrial Buyer Behaviour S4
4.4 Viva Voce

The MBA Programme has both internal and external viva-voce as part of the curriculum.
Course viva-voce is considered as a half credit course in all semesters. A panel of not less
than two (2) external examiners shall conduct the course viva-voce for all candidates in
affiliated colleges. The guidelines for course viva-voce and evaluation format is included in
Annexure No. 5
For Summer Internship (Semester II) and Problem Centered Research Project (Semester IV),
viva-voce shall be conducted by not less than two (2) external examiners. The Viva-voce
examination of Problem Centered Research Project shall be chaired by a Faculty member
from University Department.
4.5 Summer Internship

At the end of the second semester, all students will have to undertake Summer internship for
a period of 8 weeks. For details of Summer Internship guidelines, refer to Annexure No. 3.
4.6 Problem Centered Research Project

A research-based dissertation is compulsory for all candidates at the end of semester 4 during
the months of April and May. The duration of Project shall be 8 weeks. The guidelines
pertaining to Problem centered Research project is included in Annexure No. 4.
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Master of Business Administration
List of Courses (With Effect from Academic Year 2019-20)
Semester I Core Courses
MB010101 Management Concepts & Organizational 40 60 4

Behaviour
MB010102 Business Communication 40 60 4
MB010103 Managerial Economics 40 60 4
MB010104 Accounting for Management 40 60 4
MB010105 Quantitative Techniques 40 60 4
MB010106 Legal Environment of Business 40 60 4
MB010107 Environment Management 40 60 4
MB010108 Course Viva I 50 2
Course Summary – Semester I Total Marks for Total Marks for No. of
Continual Evaluation Credits
University Evaluation
Full Credit Courses – 7 280 470 30

Course Viva – 1
Semester II Core Courses
MB010201 Financial Management 40 60 3
MB010202 Marketing Management 40 60 3
MB010203 Human Resources Management 40 60 3
MB010204 Operations Management 40 60 3
MB010205 Management Science 40 60 3
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MB010206 Management Information Systems & Cyber 40 60 3
Security
MB010207 Business Research Methods 40 60 4
MB010208 Entrepreneurship Development 40 60 4
MB010209 Course Viva II 50 2
Course Summary – Semester II
Full Credit Courses – 8

Course Viva – 1 320 530 28
Semester III Core Courses & Elective Courses
MB010301 Big Data & Business Analytics 40 60 4
MB010302 Business Ethics & Corporate Governance 40 60 4
MB010303 Course Viva III 50 2
MB010304 Summer Internship 100 4
Elective Course 1 40 60 3
Course Summary – Semester III

Course Viva – 1 240 510 26
Internship – 1
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Semester IV Core Courses, Elective Courses & Viva Voce
MB010401 Strategic Management 40 60 4
MB010402 Course Viva IV 50 2
MB010403 Problem Centered Research Project 100 4
Course Summary – Semester IV

Course Viva – 1 200 450 22
Research Project – 1
COURSE SUMMARY
Semester Course Details Total Marks for Total Marks for No. of
Continual Credits
University
Evaluation
Evaluation
I Full Credit Courses – 7

Course Viva – 1 280 470 30
II Full Credit Courses – 7

Course Viva – 1 320 530 28
III Full Credit Courses – 6

Course Viva – 1 240 510 26
Internship – 1
IV Full Credit Courses – 5
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Course Viva – 1 200 450 22
Research Project – 1
Total Marks & Credits 1040 1960 106
Grand Total of Marks 3000
Total Credits 106
4.7 Teaching Methods

Since the MBA Programme is a professional course, the teaching methods shall be carefully
designed at the Institution level. The teaching methods in MBA programme ideally include
the following components: (Faculty Members are free to design appropriate teaching
methods).
Teaching methods
Lectures in Interactive Mode Practical Illustrations & Simulations
Case Studies Role Plays
Quizzing Class Seminars & Presentations
4.8 Grading System

The performance of a student in each course is evaluated in terms of percentage of marks
with a provision for conversion to grade points. The grading system followed is that of
relative grading on a ten-point scale. The following table indicates the performance range and
the relative value of the grades (grade points) on the scale.
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Minimum grade for passing in a course or programme: The minimum for a pass in a
course is ‘P’ grade. The minimum credit point requirement (CGPA) for the programme is
five. 45% of mark is required for passing individual course and 50% is required for a
semester pass.
The evaluation of a candidate shall be based on two indices:
▪ Semester Grade Point Average (SGPA)
▪ Cumulative Grade Point Average (CGPA)
Calculation of Semester Grade Point Average (SGPA)
Credit Points for the Course = No. of Credits assigned for the course x Grade Point secured
for that course.
SGPA indicates the performance of a student in a given Semester. SGPA is based on the total
credit points earned by a student in all the courses divided by the total number of credits
assigned to the courses required in a Semester.
Note: SGPA is computed only if the candidate passes in all the required courses (gets a
minimum required grade for a pass in all the required courses as per the specific curriculum).
Securing of SGPA in all semesters may not enable students to have minimum required CGPA
for a pass in the programme.
Total credit points earned by the student from all the required courses of a Semester
SGPA = ____________________________________________________________
Total credits of all courses required in a semester
Calculation of Cumulative Grade Point Average (CGPA)

CGPA refers to the Cumulative Grade Point Average weighted across all the semesters (4
Semesters). CGPA is obtained by dividing the total number of credit points earned by the
student in all the semesters by the total number of required credits of all the Semesters as per
curriculum.
CGPA = Total Credit Points of Semester- S1 + 2 + 3 + 4 ...
Total Credits of Semester- S1 + 2 + 3 + 4..
OR
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[SGPA of I Semester x Total Credits of I Sem] + [SGPA of II Semester x Total Credits of II
Sem] + [SGPA of III Semester x Total Credits of III Sem] + [SGPA of IV Semester x Total
Credits of IV Sem]
_____________________________________________________________________
[Total Credits of I Semester + Total credits of II Semester + Total credits of III Semester +
Total credits of IV Semester]
This formula shall be printed on the Grade Card issued to the student with a note that it could
be used to convert the grades into mark-percentages. (The details of the grading system as
indicated above shall also be printed on the Grade Card).
Conversion of CGPA to percentage
Equivalent Percentage = (CGPA obtained) X 100
Maximum CGPA (=10)
4.9 Assessment and Evaluation

The evaluation of students comprises of continual evaluation at the Institution level and
comprehensive evaluation by University.
4.9.1 Continual Evaluation

Continual Evaluation or internal assessment shall be conducted throughout the semester. It
shall be based on internal examinations and various components as decided by the Faculty
Member who is handling the course. The following components are suggested for continual
evaluation. However, the Faculty Members are free to include any appropriate component
with prior permission from Head of the Department / Principal.
Components of Continual Evaluation
Internal Examinations Individual Assignments – Problem Solving

Written Examinations – Open Book Exams Group Assignments
Question & Answer Sessions – Online Exams – Class Seminars
Spot Tests
Case Study / Caselet Analysis and Presentation
Role Plays – Management Games – Story Telling Software Exercises – Soft Assignments
Internal Viva-voce – Quizzes – Group Book Reviews – Article / Research Paper

Discussions – Interview with Industry Experts Reviews
Field Visits – Industrial Visits – Study Tour – News Paper Reading

Observation Study (with brief Reports)
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Continual evaluation shall be completed in a transparent and justifiable manner. The purpose
of continual evaluation is to facilitate the learner / participant to achieve learning outcomes.
Faculty Members in all affiliated colleges are required to conduct internal assessment strictly
in compliance with University prescribed criteria. In case of underperformance by the
candidates in any components due to various reasons, remedial measures shall be taken by
the Faculty Member so that the student will get transformed by the time of award of continual
assessment marks. Head of the Department / Principal of the Institution should ensure that no
candidate is getting intimidated during continual evaluation in all semesters. Any complaint /
grievance by the students pertaining to internal assessment shall be submitted to the
Grievance Committee in the college and appropriate measures shall be taken by the Principal
for resolving the grievance. Faculty Members also can complain against the disobedience /
mistrust / negative attitude etc. from the student’s side to the Head of the Department /
Academic Head. All processes in this regard shall be completed before the publication of
internal assessment marks.
The Faculty Members, at the end of the semester, shall submit the continual evaluation marks
in the prescribed format to the Head of the Department / Academic Head for verification and
corrections, if any. The HOD shall forward the continual evaluation marks to the Principal /
Director for publication. The Faculty Members are required to keep in safe custody a record
of internal assessment marks duly signed by Head of the Department / Dean Academics and
countersigned by the Principal. The Principal / Director shall publish the Continual
Evaluation marks 5 days before the commencement of University examinations. After
resolving the complaints / grievances, if any, the continual evaluation document shall be
submitted to the University through uploading the file as required before the end of
University examinations. This is to facilitate uniformity in the internal evaluation process.
The distribution of continual evaluation shall be as follows:
Criteria for Continual Evaluation
Sl. No. Component of Continual Evaluation Marks Percentage
1. Test Papers (Subject to a Minimum of 2 tests 20 50%

including model exam for each course) (5 + 15)
2. Assignments – Other Components 10 25%
3. Class Participation, Punctuality, Discipline 10 25%
Total 40 100
4.9.2 Reappearance and improvement Examinations

Candidates in the 1st and 2nd semesters, who have secured the SGPA letter grade of ‘C’ or
‘P’ in the end-semester examination can improve their grade by reappearing for all the
semester courses together along with the next immediate batch provided the candidate has
applied for the same and paid the required fee; in such cases a candidate will be awarded a
new grade only if there is an improvement in grade in the new examination; otherwise, the
candidate is eligible to retain the grade obtained in the previous examination before
improvement.
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Candidates in the 1st or 2nd semesters who have secured a letter grade of ‘P’, ‘F’ or ‘Ab’ in
any of the courses can reappear for exams course-wise along with the next immediate batch
provided the candidate has applied for the same and paid the required fee. Candidates in the
3rd semester, who have secured the SGPA letter grade of ‘C’ or ‘P’ in the end-semester
examination can improve their grade by reappearing for all the semester courses together,
along with the next immediate batch provided the candidate has applied for the same and paid
the required fee; in such cases a candidate will be awarded a new grade only if there is an
improvement in grade in the new examination; otherwise, the candidate is eligible to retain
the grade obtained in the previous examination before improvement.
Candidates in the 3rd semester who has obtained letter grade of ‘P’, ‘F’ or ‘Ab’ in any of the
courses can reappear for exams course-wise in a supplementary examination along with the
4th semester examinations provided the candidate has applied for the same and paid the
required fee. After completing a semester programme (all courses with ‘P’ or above grade)
students will not have the facility of course-wise improvement and they will have to reappear
for all the courses constituting the entire semester. 1st and 2nd semester SGPA cannot be
improved after the completion of the 4th semester. Only 3rd and 4th semester SGPA can be
improved after the completion of a programme. The marks/grades awarded for internal
assessment and that for the project/dissertation cannot be improved. Improvement of the 3rd
or 4th semester must be done within a period of one year, that is, by reappearing for the third
semester examinations at the following semester and the fourth semester examinations along
with the immediate lower batch. If the improvement is meant to obtain minimum CGPA
requirement, a candidate has the option to decide which semester (3rd or 4th) is to be
improved; however, the grade given to the candidate shall be that obtained for the entire
semester improvement examination.
Candidates who could secure the grade of only ‘F’ or ‘Ab’ in a course in the 3rd or 4th
semester examinations will be given two additional chances for course-wise reappearance
even after the
completion of the programme; but it has to be done within a period of two years after the
completion. In such cases a candidate has to apply for the same as a supplementary exam and
pay the required fee (Fee for supplementary examination of any course shall be full semester
examination fee irrespective of number of courses involved). In the case of students who
discontinued studies during a semester or on completion of a semester of the programme for
genuine reasons, with the prior permission of the director of the School, he/she can be
permitted to complete the programme by taking the required number of courses within a
maximum period of eight continuous semesters including the period of his/her programme,
provided an amount equivalent to the semester fees for all the intervening semesters have
been regularly paid and provided he/she has not been removed from the rolls by issuing a
Transfer Certificate. In all cases of discontinuation and readmissions, candidates must submit
applications countersigned by the HOD to the CSS section and obtain the required statutory
order for the same. Candidates who are readmitted to repeat a course must follow the then
existing syllabus for the said programme and will have no assurance to do the repeat course
in the same syllabus which he/she had attempted initially for the course. They need to attend
classes along with new batch of students and should obtain the required percentage of
attendance as usual.
21
4.9.3 Semester Promotion
Candidates for the MBA Degree shall be eligible to undergo the courses of study in the next
semester and appear for the examination of that semester, irrespective of the results of the
examinations of the previous semester provided they have completed all the requirements of
attendance, payment of all fees due to the University and Institution and registration for the
examinations in the earlier semesters.
5 Academic Administration in Affiliated Colleges

5.1 Registration and Attendance Norms
▪ Every candidate should register for all subjects of the end semester examinations of
each semester. A candidate who does not register will not be permitted to attend the
end semester examinations. He / she shall not be permitted to attend the next
semester.
▪ No student shall be allowed to appear for the University examinations (written and
viva-voce), if he/she has not secured 75 % attendance for each course. In this regard,
it is required to note that prior application and subsequent sanction of leave will not
be considered as presence. Under any circumstances, the Principal shall be the final
authority to decide upon the requests made by the candidate to condone the absence
due to genuine reasons like medical case. In such cases, the candidate has to undergo
special / remedial sessions and complete all academic requirements in order to
become eligible for appearing in University exams.
5.2 Faculty Advisory System
▪ All candidates who are provisionally admitted to the MBA Programme, shall be
assigned to a Faculty Advisor who shall advise him / her about academic courses,
teaching learning process, self-development, choice of specialisation, career focus,
and other required aspects for the holistic development and transformation of the
candidate into a management professional.
5.3 Course Plan
▪ In the beginning of every semester, all teachers are required to submit their course
plans to the Head of the Department /Academic Head. The course plans shall be
prepared with utmost care after considering the semester duration, holidays, non-
academic endeavours of the college and other relevant aspects. The course plans
should ideally include the following elements / sections (not comprehensive) shown
in the Table given below. A soft copy of all evaluated course plans is to be provided
to all participants before the commencement of class work during all semesters.
Components in Course Plan

Title of the Course, Semester, Course Code, Level of intended knowledge, Course
1.
Facilitator
Brief Description of the Course
2.
Course Objectives
3.
Session Plan with provision for Backlogs and Additional Sessions with Dates
4.
22
Assignment Plan with date of Submission and Statement of Evaluation
5.
Pedagogy for the Course – Elements
6.
Learning Resources
7.
Instructions to the Participants
8.
Learning Outcomes of the Course
9.
End Report Format– To be submitted to Principal through HOD / Academic Head after
10.
the completion of the Course
5.4 Academic Review

▪ The academic progress and teaching learning process shall be reviewed by the HOD /
Academic Head during Class Committee Meetings and the Report must be submitted
to the Principal / Director (Refer Class Committee section). The Representatives of
Students in Class Committee shall inform HOD / Academic Head about the progress
in teaching learning and also the problems that may occur during the conduct of the
course.
▪ All documents pertaining to Academics shall be maintained by the Head of the
Department / Academic Head. The documents shall be produced on demand during
inspection by the University.
▪ All academic related works including continual evaluation and remedial measures
shall be completed before the last working day in a particular semester.
5.5 General Instructions

▪ Academics and Academic Administration shall be entrusted fully to the Principal and
the Faculty Council. The Faculty Council consists of the Principal and all Faculty
Members. Periodic Meetings of the Faculty Council are to be convened by the
Principal / Head of the Department / Academic Head and proper minutes shall be
maintained. The Management Representative may also attend the meeting
periodically and ensure effective administration of the professional course in
management.
▪ Grievance Committee as per statutory requirements is to be constituted in all affiliated
colleges. The complaints from the Students and Faculty Members are to be resolved
through deliberations.
▪ Library Hours are to be compulsorily allocated in the Regular Time Table of the
Institution. The teachers are expected to motivate the participants and ensure quality
library reference by the students throughout the MBA Programme.
▪ Internet connectivity and Wi-Fi facilities are to be provided to students as per AICTE
norms.
▪ It is the responsibility of the Management that conducive environment exists for
effective teaching learning process. All issues pertaining to the administration of the
college are to be deliberated and resolved in Governing Body Meetings and Advisory
Board Meetings.
23
▪ All mandatory requirements stipulated by All India Council for Technical Institution
(AICTE) and the Government are to be strictly implemented by the affiliated Colleges
offering MBA Programme.
5.6 Class Committee Functions

The Principal / Director shall constitute and notify a Class Committee for each batch at the
beginning of every semester. This Committee shall be in existence throughout for the
concerned semester. The Class Committee shall consist of Head of Department / Academic
Head as Chairperson of the Committee, Faculty Advisor / Batch Coordinator / Class Faculty
of the class, a Senior Faculty Member of the Department and four Student Representatives,
out of which two shall be lady Student Representatives. There should be at least two meetings
of the class committee every semester. It shall be the responsibility of the Head of
Department / Academic Head to convene Class Committee meetings and discuss academic
matters. The functions of Class Committee are the following:
• To review periodically the progress and conduct of students in the class.
• To ensure syllabus coverage within the stipulated time.
• To discuss any academic problems / matters related to any course in any semester.
• Maintain strict vigil AGAINST RAGGING.
• Any other relevant issues related to the conduct of MBA Programme at the Institution.
The Minutes of Class Committee Meetings are to be maintained in safe custody by the Head
of the Department / Academic Head, duly signed by the HOD and the Principal.
5.7 Examination Monitoring Cell

The Principal shall constitute an Examination Monitoring Cell (EMC) at the college level in
the beginning of every academic year for the conduct and supervision all examinations,
especially the internal examinations. The Exam Monitoring Cell shall be headed by a Senior
Faculty Member, not less than at the level of Associate Professor as Convener and the Cell
shall consists of minimum three Faculty Members including the Convener and one Member
shall be a lady. A clerical Staff Member having computer skills shall be assigned for assisting
the Examination Monitoring Cell.
The following are the responsibilities of Examination Monitoring Cell:
▪ Schedule and conduct all internal examinations – EMC have to schedule all internal
examinations as per the guidelines issued by Board of Studies from time to time. The
internal exam schedule has to be notified, duly signed by EMC Convener and
Principal.
▪ To coordinate various forms of students’ applications related to examinations to the
University.
▪ To make all arrangements for conducting examinations.
▪ To Act as the Examination Squad to keep a vigil on all internal and University
Examinations – EMC Members have to act as a Squad for preventing malpractices.
24
Any form of malpractice has to be reported to the Principal immediately and
appropriate disciplinary action shall be initiated.
▪ To receive complaints from students regarding issues like out of syllabus questions,
printing mistakes etc. The Cell shall investigate these complaints and if necessary,
forward the same to University with specific comments.
▪ To receive complaints from students regarding internal examinations, award of marks
and any allegation of victimization. The Cell shall enquire such incidents and give a
report to the Principal for necessary action.
▪ To coordinate timely submission of Project Reports to the University as per norms.
▪ To function as a wing of the University Office of Controller of Examinations at the
Institution level.
25
Annexure 1
GROUP DISCUSSION & PERSONAL INTERVIEW SCORE SHEET Name of the College:
Group Personal
Admission Entrance Examination Admitted / Rejected Rank
Name of the Candidate Discussion Interview Category
Number
80 10 10 100
Head of the Department

Certified that all entries are verified with no errors Principal
Note:The template in Annexure 1 is for submission of list of admitted candidates with particulars
related to Entrance Score, GD, Interview and Category with Rank.
26
Annexure 2
CONTINUAL EVALUATION RECORD - MBA Name of the College:
Assignments & Class

Overall Remark by Faculty
Participation,
Register Sertes Test 1 Model Exam Other Punctuality,
Advisor - Satisfactory / Not Total
Name of the Candidate Satisfactory
Number Components Discipline
5 15 10 10 40
Head of the Department

Certified that all entries are verified with no errors Principal
Note: The Continual Evaluation marks are to be submitted to the HOD and Principal in this format as
per the Guidelines in MBA Regulations 2019
27
Annexure 3
SUMMER INTERNSHIP
At the end of the second semester, all students will have to undertake Summer internship for a period
of 8 weeks. The Summer Internship carries 100 marks with 4 credits. This internship is expected to
provide the participants elements of experiential learning pertaining to managerial functions. The
following are the objectives of Summer Internship:
▪ To provide practical insights to MBA students in managerial functions and processes.
▪ To provide short term training on managerial skills and application of management concepts
▪ To analyse an industry by using standard procedure and understand the status of the business
The Summer Internship is envisaged to provide the participants practical knowledge in managerial
functions and processes. The purpose is to expose the MBA participants to the business world and
make them understand how various managerial functions are performed in an organisation. The
students are expected to gain practical insights into the application of various management concepts in
an organisation.
▪ The students will have to undergo Summer Internship in any reputed National or International
organization, where they can get practical experience in various functional areas of
Management. The organisations either from manufacturing or services sectors may be
selected by the students for internship. PSUs, Organisations in Co-operative Sector, SMEs,
Private and Public Limited firms may be selected for this.
▪ The students can give more importance to the functional areas where they plan to specialize in
the second year during Summer Internship.
Guidelines for Report Submission and Evaluation

▪ The candidates shall submit periodic working reports through e-mail to the Faculty Guide in
the Institution and External Guide, if any in the Industry / Organisation. Periodic reviews and
discussions are compulsory and Faculty Guides are required to submit brief report to the Head
of the Department / Academic Head. The Head of the Department has to consolidate the
Reports by the Faculty Members and submit a Report to the Principal, specifically showing
whether the learning outcome through Summer Internship and Industry Analysis is
satisfactory / not satisfactory.
▪ The Summer Internship Report shall be typed in “Times New Roman” font by using 12 font
size with 1.5 spacing. All chapter headings shall be in font size 14 in bold. All main headings
shall be in font size 12 in bold and all sub-headings are to be in 12 font size. The cover page
of the Report shall be in white with colour / black & white printing with college emblem.
▪ The candidates are required to submit a soft copy of draft report of Summer Internship to the
Faculty Guide within the stipulated date. Faculty Guide, after corrections and suggested
changes, shall direct the candidates to submit the Report in the prescribed format as a PDF
File. The Head of the Department / Academic Head shall verify all Reports submitted by
registered candidates and forward the same to the Chairman of Board of Examiners for Third
semester MBA appointed by the University. The candidates are also required to take one hard
copy of the Summer Internship Report with the completion certificates from the Organisation
and the College. The hard copy of the Report has to be signed by the Faculty Guide, Head of
the Department / Academic Head, and the Principal / Director. The duly signed hard copy
Report has to be submitted to the External Examiners. External Examiner has to sign the
Report and return it to the candidate
▪ The evaluation of the Summer Internship Report and Presentation shall be based on the
criteria given in the evaluation format.
28
SUMMER INTERNSHIP & INDUSTRY ANALYSIS - MBA Name of the College:
Overall
Overview of the Industry Project Presentation & Total
SIIA Report Learning
Reg. No. Name of the Candidate Industry Analysis Communication Skills Marks
Outcome
20 30 10 10 30 100
Additional Examiner Countersigned by Chairperson
The Summer Internship work has to be evaluated in this format.
29
Annexure 4
PROBLEM CENTERED RESEARCH PROJECT
At the end of the fourth semester, all students will have to undertake a Research Project for a period
of not less than 8 weeks. The research project is a problem centered study in management where the
students are expected to follow the basic process of research. A specific managerial problem from any
industry shall be selected by the candidate in consultation with the Faculty Guide. The candidate can
select any area of specialisation for the research project. The following are the objectives of Research
Project:
▪ To provide basic insights into the process of research in management.
▪ To provide practical experience on identifying a managerial problem in any industry and
carrying out a study
▪ To provide basic knowledge in data collection, processing, analysis and report writing using
appropriate methodology.
The suggested chapters / sections in the Research Report are presented in the Table given below:
Sl. No. CHAPTERS
01. Introduction
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Relevance & Scope of the Study
1.4 Objectives of the Study
02. Review of Literature

2.1 An Overview of Earlier Studies
2.2 Uniqueness of Research Study
03. Methodology of the Study

3.1 Research Approach and design
3.2 Sources of Data
3.3 Sampling Design – Reliability & Content Validity
3.4 Data Analysis Tools
3.5 Report Structure
3.6 Limitations of the Study
04. Data Analysis, Interpretation and Inference
05. Findings and Conclusion
06. Suggestions
Appendix
Bibliography
30
The Research Project has to be carried out for a period of not less than 8 weeks, during April
and May every year. This period is inclusive of problem formulation, discussions, survey,
data analysis and report writing.
Guidelines for Report Submission and Evaluation
• The candidates shall submit periodic working reports through e-mail to the Faculty
Supervisors in the Institution. Periodic reviews and discussions are compulsory and Faculty
Supervisors are required to submit brief report to the Head of the Department / Academic
Head. The Head of the Department has to consolidate the Reports by the Faculty Members
and submit a Report to the Principal, specifically showing whether the learning outcome
through Research Report is satisfactory / not satisfactory.
• The Research Report shall be typed in “Times New Roman” font by using 12 font size with
1.5 spacing. All chapter headings shall be in font size 14 in bold. All main headings shall be
in font size 12 in bold and all sub-headings are to be in 12 font size. The cover page of the
Report shall be in white with colour / black & white printing with college emblem.
• The candidates are required to submit a soft copy of draft report of Research Report to the
Faculty Supervisor before the cut-off date. Faculty Supervisors, after corrections and
suggested changes, shall direct the candidates to submit the Report in the prescribed format as
a PDF File. The Head of the Department / Academic Head shall verify all Reports submitted
by registered candidates and forward the same to the Chairman of Board of Examiners for
fourth semester MBA appointed by the University. The candidates are also required to take
one hard copy of the Research Report with Project completion certificates from the College.
The hard copy of the Report has to be signed by the Faculty Guide, Head of the Department /
Academic Head, and the Principal / Director. The duly signed hard copy Report has to be
submitted to the External Examiners. External Examiner has to sign the Report and return it to
the candidate
• The evaluation of the Research Report and Presentation shall be based on the criteria given in
the evaluation format.
• Evaluation of Research Report and Presentation carries 100 marks each and the candidates are
required to score separate minimum of fifty percent (50%) in both the components.
• An unsatisfactory Research Report by the candidate after corrective measures and reminders
shall be summarily rejected by the Principal and the candidate has to repeat the course in the
next academic year.
31
RESEARCH DISSERTATION EVALUATION SHEET Name of the College:
Problem Formulation & Literature Methodology & Research Project Presentation & Total
Reg. No. Name of the Candidate Objectives Review Tools Report Communication Skills Marks
20 10 40 30 100 200
Additional Examiner Countersigned by Chairperson
The Research Dissertation evaluation has to be conducted as per University norms using this format.
32
Annexure 5
FORMAT FOR COURSE VIVA-VOCE
COURSE VIVA - EVALUATION SHEET S1 / S2 / S3 / S4 Name of the College
Subject Communication
Total marks
Register Number Name of the Candidate Knowledge Skills
35 15 50
External Examner 1
External Examiner 2 Certified that all entries are verified with no errors Counter Signed by Chairperson
Note:
The Course Viva-voce in all Semesters S1 / S2 / S3 / S4 has to be evaluated in this format.
33
MBA SYLLABUS
SEMESTER – I
34
Course Code Course Title Semester &Level of Type of Course&
Knowledge No. of Credits
MB010101 MANAGEMENT CONCEPTS S1 Basic Core Course 4

AND ORGANISATIONAL
BEHAVIOUR
Course Objective
1 To provide the participants conceptual framework in Management functions and

practices
2 To provide basic insights into Individual and Group Behaviour in Organisations
3 To introduce framework of Organisation Structure, Climate
Module Title & Contents No. of Sessions

No.
LT (Indicative)
1. MANAGEMENT AND DECISION MAKING

1.1 Changing Job of a Manager in the light of Technology &
Digitization, Organisational & Managerial Ethics,
Competitiveness, Security Threats – Managing Diversity
1.2 Role of Importance of Customers, Social Media, Innovation and
Sustainability to Manager’s Job 5+1
1.3 Decision Making Process – Decision Making Conditions of
Certainty, Risk & Uncertainty
1.4 Decision Making Perspectives – Rationality, Bounded
Rationality, Intuition, Evidence Based Management
1.5 Effective Decision Making – Big Data & Decision Making
2. MANAGERIAL FUNCTIONS
2.1 Planning –Types of Plans – Goals and Plans – Management by
Objectives (MBO) – Contemporary Issues in Planning
2.2 Designing Organisational Structure – Departmentalisation –
Cross Functional Teams – Mechanistic & Organic Structures –
Contingency Factors affecting Structural Choice – An Overview
of Contemporary Organisational designs 5+1
2.3 Importance of HRM – HRM Process
2.4 Leadership – Contingency Theories of Leadership –
Contemporary Views of Leadership
2.5 Controlling – Control Process – Tools for Measuring
Organisational Performance – Contemporary Issues in Control
3. MANAGING INDIVIDUAL BEHAVIOUR

3.1 Personality – MBTI – Big Five Model –Self-esteem – Self-
35
monitoring – Proactiveness & Resilience
3.2 Attitudes & Its Components – Cognitive – Affective –
Behavioural – Cognitive Dissonance Theory
5+1
3.3 Emotions & Emotional Intelligence – its Implications
3.4 Perception – Factors Influencing Perception
3.5 Learning – Operant Conditioning – Social Learning – Shaping as
a Managerial Tool
4. MOTIVATION
4.1 Early Theories of Motivation –Needs Hierarchy Theory Theory
X and theory Y – Two Factor Theory – Three Needs Theory
4.2 Contemporary Theories of Motivation – Reinforcement Theory –
Expectancy Theory
4.3 Current Issues in Motivation – Motivating in Challenging
Economic Circumstances – Cross Cultural Motivational 5+1
Challenges – Motivating Unique Group of Workers & Diverse
Workforce
4.4 Motivating Professionals – Motivating Low Skilled Employees
5. GROUP BEHAVIOUR & CONTEMPORARY

ORGANISATIONAL ISSUES
5.1 Group – Stages of Group Development – Group Dynamics
5.2 Work Teams – Types – Creating Effective Work Teams
5.3 Managing Global Teams – Team Skills & Social Network
5+1
5.4 Managing Change – Types of Change – Resistance to Change –
Changing Organisational Culture – Employee Stress
5.5 Creativity Vs Innovation – Stimulating & Nurturing Innovation –
Managing Diversity – Types of Diversity
Suggested Readings
1. Stephen P. Robbins, Mary Coulter – Management13th Edition – Pearson
2. Stoner J.A.F., Freeman R,E, Daniel R. Gilbert – Management – 6th Edition – Pearson
3. Aswathappa K. – Essentials of Business Administration – Himalaya Publishing House
4. Harold Koontz, Heinz Weihrich – Essentials of Management – McGraw Hill
5. Tripathy P.C., Reddy P.N. – Principles of Management – Tata McGraw Hill
Learning Outcomes
1 The participants will get basic insights into Management concepts and Functions
2 At the end of this course, participants are expected to acquire basic knowledge about role of
individual and group behaviour in organisations
3 The participants are expected to gain knowledge about recent trends in Managerial Process
36
Course Course Title Semester Type of Course& No. of Credits
Code &Level of
Knowledge
MB01010 BUSINESS S1 Basic Core Course 4

2 COMMUNICATION
Course Objective
To familiarize the participants with the basics of business communication
1 To make the participants appreciate the application of these concepts in business

environment
2 To sensitize the participants to non-verbal communication and effective utilization

of the same.
No. of Sessions
Module Title &Contents LT (Indicative)
No.
1. INTRODUCTION TOCOMMUNICATION
1.1 Communication in a business environment
1.2 Types of communication, Principles of effective communication 2+ 1
1.3 Reading, listening and notemaking / notetaking skills
2. NON – VERBAL COMMUNICATION

2.1 Nonverbal communication – significance
2.2 Body language – concept of power distance 4+3
2.3 Cross cultural communication – concept of culture and
elements of cultural differences across Nations
2.4 Barriers to effective communication
3. ORAL SKILLS
3.1 Oral skills - Interpersonal communication, Key skills – listening
and speaking skills
4+3
3.2 Group Discussion
3.3 Debate - Extempore
3.4 Meetings
3.5 Formal speeches – Introduction, Vote of thanks
4. WRITTEN SKILLS
4.1 Letters – Form (layout of letters), Different types of letters
including application letter, curriculum vitae, offer of employment,
letter of acceptance, resignation letter, letter of recommendation
(testimonial), sales letters, invitation letters, acceptance and refusal
37
letters 4
3
4.2 Notices, Circulars, Memos
4.3Agenda and Minutes
4.4 Newsletters – Publicity material – Press Releases
4.5 Legal aspects in communication
5. REPORTS
5.1 Formal Reports – content
5.2 Content of the different types of reports 3+2
5.3 Types of Formal Reports
Practical Sessions on Report Writing is recommended as part of
Continual Evaluation
Suggested Readings:
1. Shirley Taylor, V. Chandra – Business Communication – A Practical Approach – Pearson
2. Raymond V Lesikaret. al. – Connecting in a Digital World, 13e – Tata McGraw Hill
3. Courtland L. Bovee, John V Thill – Business Communication Today - Prentice Hall
International
4. P.D. Chaturvedi and Mukesh Chaturvedi – The Art and Science of Business Communication
4th Edition – Pearson
5. R.C. Bhatia – Business Communication – Ane’s Student Edition
6. Rajendra Pal, J.S. Korlahalli – Essentials of Business Communication – Sultan Chand & Sons
Learning Outcomes
1. The participants will be able to understand the nuances of communication including

body language
2. The participants will be able to utilize all forms of communication effectively for
their professional purpose and growth.
Note:Exercise on mind mapping method of note making, role play for non – verbal communication,
cross cultural communication, and practical sessions for drafting letters, notices/circulars/ memos,
agenda and minutes, press release etc. are strongly recommended for this course.
38
This Course requires more practical questions in both continual and comprehensive
evaluation.
Course Course Title Semester &Level of Type of Course& No. of

Code Knowledge Credits
MB010103 MANAGERIAL S1 Basic Core Course 4

ECONOMICS
Course Objective
1. To familiarize the participants concepts and techniques in Economics
2. To make the participants appreciate the applications of core concepts in economics for
managerial decision making
3. To sensitize the participants how economic environment affects Organizations
Module Title &Contents No. of Sessions

No.
LT (Indicative)
1. INTRODUCTION TO ECONOMICS – MANAGERIAL

ECONOMICS
1.1 Managerial Economics and Decision Making
1.2 Fundamental concepts in Managerial economics that aid decision
4+ 2
making: Incremental Principle, Opportunity Cost, Discounting
Principle, Time Concept, Equi-Marginal Principle
1.3 Illustrations on fundamental concepts in Managerial Economics
2. DEMAND ANALYSIS AND FORECASTING – EQUILIBRIUM

OF CONSUMER
2.1 Demand Analysis – Types of Demand – Law of Demand & its
Exceptions
2.2 Elasticity of Demand – Price Elasticity, Income Elasticity, Cross
Elasticity, Advertisement Elasticity 6+3
2.3 Applications or Uses of the concepts of Elasticity – Price Floor
Elasticity of Demand and Business Decision Making
2.4 Demand Forecasting– Process – An overview of Forecasting
Techniques – Statistical & Non-Statistical Methods
2.5 Utility Analysis & Consumer Behaviour – Equilibrium of the
consumer using Cardinal & Ordinal Utility (Indifference Curve)
Theories
3. SUPPLY & PRODUCTION

3.1 Theory of Production – Production function
3.2 Production function with one variable input – Law of Variable
Proportions – Returns to Scale
6+3
3.3 Production function with two variable inputs – Iso-quants –
39
Producers’ Equilibrium
3.4 Economies of Scale – Types – Economies of Scope
3.5 Theory of Costs – Classification of Costs – Determinants of Cost
3.6 Short Run & Long Run Cost Curves – Graphical Presentation
3.7 Revenue Curves
4. MARKET STRUCTURE
4.1 Classification of Markets – Markets based on Competition
4.2 Theory of Firm – Profit Maximization Rules
4.3 Price & Output Determination under Perfect Competition
4.4 Monopoly – Price & Output Determination 7+3
Monopoly Power – Monopoly Price Discrimination
4.5 Price & Output Determination under Monopolistic Competition
4.6 Price & Output Determination under Oligopoly – Kinked Demand
curve model only
5. PRICING PRACTICES & STRATEGIES

5.1 Factors affecting Price Determination – Pricing Process
5.2 Pricing Strategies – Cost Oriented 4+2
5.3 Pricing Strategies – Competition Oriented
5.4 Pricing based on other economic considerations
5.5 Pricing in large enterprises – Pricing in small business
Suggested Readings
1. Mote V.L., Paul Samuel, Gupta G.S. – Managerial Economics – TMH New Delhi
2. Keat, Yong, & Banarjee – Managerial Economics: Economic Tools for Today’s Decision
Makers – Pearson
3. Dwivedi D.N – Managerial Economics – Vikas Publications (ISBN 8125910042)
4. Pearson & Lewis – Managerial Economics – Prentice Hall, New Delhi
5. P.L. Mehta – Managerial Economics Analysis, Problems and Cases – Sultan Chand & Sons
(ISBN 81-7014-386-1)
6. Gregory Mankiw – Principles of Micro Economics – South Western Cengage Learning
7. Pindyck, Rubinfield – Micro Economics – Pearson
8. K.K. Dewett – Modern Economic Theory: Micro & Macro Analysis – Orient Book
Distributors, New Delhi
9. Gupta G.S. – Managerial Economics – TMH New Delhi
10. Homas, Maurice – Managerial Economics – Tata McGraw Hill
40
Learning Outcomes
1. The participants will be able to understand economic concepts used for managerial decision
making
2. Appraise how demand and supply interact in various market structures to determine price and
quantity of goods and services produced and consumed
3. At the end of this course, the participants will get conceptual clarity and logical aspects of
economic behaviour of individuals, firms and markets.

MB010104 ACCOUNTING FOR S1 Basic Core Course 4

MANAGEMENT
Course Objective
1. This basic course aims to introduce the nature and purpose of financial statements in
relation to decision making
2. The course aims to develop the ability to understand a basic accounting system; to
record, classify, and summarize financial data.
3. To sensitize the participants about different types of accounting used for decision making
Modul Title &Contents No. of Sessions

e No.
LT
(Indicative)
1. INTRODUCTION TOBRANCHES OF ACCOUNTING

1.1 Financial Accounting
1.2 Cost and Management Accounting 3+1
1.3 Concept of Inflation Accounting
1.4 Introduction to Human Resources Accounting, Forensic Accounting
1.5 Responsibility Accounting
1.6 Introduction to IFRS
2. FINAL ACCOUNTS AND FINANCIAL STATEMENT ANALYSIS

2.1 Preparation of Final Accounts –Trading, Profit and Loss Account and
Balance Sheet with adjustment entries
2.2 Comparative Financial Statements
2.3 Common Size Financial Statements
7+4
41
2.4 Cash Flow and Funds Flow Statement Analysis
2.5 Understanding Corporate Financial Statements & Reports
3. FINANCIAL RATIO ANALYSIS

3.1 Meaning & Significance of Ratios
3.2 Classification of Ratios – Income Statement Ratios, Inter Statement
Ratios
3.3 Liquidity, Profitability & Turnover Ratios
7+4
3.4 Solvency & Leverage Ratios
3.5 Dupont Analysis
3.6 Trend Analysis
4. FUNDAMENTALS OF COST AND MANAGEMENT ACCOUNTING

4.1 Cost Accounts - Classification of manufacturing – Cost
Accounting Systems
4.2 Job Order Costing
4.3 Marginal Costing – Budgetary Control – Variance Analysis 6+4
4.4 Applications of Marginal Costing – Fixing Selling Price, Make or Buy,
Accepting a Foreign Order, Deciding Sales Mix
4.5 Break Even Analysis
5. 5.1 Types of Budget – Flexible Budget and Master Budget

5.2 Performance Budgeting & Zero based Budgeting
5.3 Significance of Computerised Accounting System
5.4 Prepackaged Accounting software- GNUKhata (GST Compliant 4+4
Software)
5.5 Create Organisation, Coding and Grouping of Accounts, Ledgers,
Vouchers, Reports
Suggested Readings
1. Arora M.N – Accounting for Management, Himalaya Publishing House, New Delhi.
2. R.Narayana Swamy, Financial Accounting – A managerial perspective, PHI Learning, New
Delhi, 2008
3. Gupta R.L. & Gupta V.K. – Principles & Practice of Accountancy – Sultan Chand &
Sons, New Delhi
4. Jain S.P. & Narang K.L. – Advanced Accountancy – Kalyani Publishers, Lucknow
5. Khan & Jain – Management Accounting – Tata McGraw Hill, New Delhi
6. Ashish K. Bhattacharyya, Introduction to Financial Statement Analysis, Elsevier, 2007.
7. Blocher, Chen, Cokins & Lin – Cost Management: A Strategic Emphasis – TMH, New Delhi
42
Learning Outcomes
1. By the end of the course, students are expectedto state the uses and users of accounting
information
2. After the completion of this course, the students will be able to analyse, interpret and
communicate the information contained in financial statements

MB010105 QUANTITATIVE METHODS S1 Basic Core Course 4
Course Objective
1. To familiarize the participants with Mathematical and Statistical techniques applied

in Management.
2. To familiarize the students to solve statistical problems for summarizing, analysing,

and interpreting Data
3. To impart fundamentals of Hypothesis Testing
Module Title &Contents No. of

No. Sessions
LT
(Indicative)
1. MATHEMATICAL FUNCTIONS
1.1 Matrices – Basic Operations – Solving System of Linear Equations with
Matrix Methods
1.2 Applications of Ratio and Percentages
2+ 4
1.3 Simple Interest & Compound Interest in Finance
2. CORRELATION AND REGRESSION ANALYSIS

1.4 Correlation – Types of Correlation - Karl Pearson’s correlation
coefficient - Spearman’s Rank correlation coefficient – Coefficient of
Determination
1.5 Regression Analysis –Prediction using Regression Equations
6+4
1.6 Concept and Applications of Multiple Regressions
3. TIME SERIES ANALYSIS

3.1 Components of Time Series
3.2 Smoothing Techniques – Moving Average, Exponential Smoothing
3.3 Trend Analysis 4+3
43
3.4 Applications of Time Series in Business Forecasting
3.5 Index Numbers – Price (Consumer Price Index, Value Index Number,
Quantity Index Number)
4. PROBABILITY CONCEPTS
4.1 Probability Theory – Marginal, Joint and Conditional Probability
4.2 Bayes’ Theorem and its Business Applications 6+3
4.3 Probability Distributions – Binomial, Poisson, Normal
5. HYPOTHESIS TESTING
5.1 Hypothesis Testing – Confidence Level and Significance Level
5.2 Parametric & Non-Parametric Tests
5.3 Tests involving One Sample and Two Sample Means – z-test, t-test, chi- 6+3
square test, F-test
5.4 One Way and Two Way ANOVA
5.5 An Overview of Multi-Variate Statistical Tests
Suggested Readings
1. Richard L. Levin & David S. Rubin – Statistics for Management – Prentice Hall of India,
New Delhi
2. K.B. Akhilesh & S. Balasubramanyam – Mathematics and Statistics for Management – Vikas
Publishing House
3. S.P. Gupta – Statistical Methods – Sultan Chand & Sons, New Delhi
4. Anderson – Quantitative Methods for Business – South Western Educational Publishing
5. Donald R. Cooper and Pamela S. Schindler, Business Research Methods, Tata McGraw Hill,
India
6. Gupta S.C., - Fundamentals of Statistics – Himalaya Publishing House
Learning Outcomes
1. By the end of this Course, the participants will get basic insights into the statistical techniques
used in the process of managerial decision making
2. The participants will be able to solve basic level problems in business by using statistical
techniques
3. At the end of this course, the participants will get basic knowledge in hypothesis testing
44
Course Code Course Title Semester & Level of Type of Course &
MB010106 LEGAL ENVIRONMENT OF S1 Basic Core Course 4

BUSINESS
Course Objective
1. To provide the participants basic framework of Laws applicable to Business
2. To provide basic insights into provisions of business laws
3. To sensitize the participants legal framework required for starting a Business
No. of Sessions
No.
1. INTRODUCTION TO LAW & CONTRACTS

1.1 Introduction to Legal System: Sources of Law – Classification of
Law-Natural Justice
1.2 The Indian Contract Act 1872 - Nature and Classification of
contracts Essential elements of a valid contract - Offer and
Acceptance Consideration - Capacity of Parties - Provisions 5+1
relating to free consent, void agreements - Provisions Relating to
Performance
1.3 Discharge of Contracts - Quasi contracts – Breach of Contract and
its Remedies.
2. SALE OF GOODS
2.1 Sale of Goods Act Sale of goods Act, 1930- Contract of sale of
goods-Meaning essentials of a contract for sale
2.2 Formalities of a Contract of sale - Provisions relating to
3+1
Conditions and Warranties
2.3Provisions Relating to Transfer of Property or Ownership -
Provisions Relating to performance of contract of sale
Rights of unpaid Seller - Rules as to delivery of Goods.
3. NEGOTIABLE INSTRUMENT & PARTNERSHIP ACTS

3.1 The Negotiable Instruments act, 1881-Negotiable Instruments-
Meaning, characteristics, types, parties - holder and holder in due
course
3.2 Negotiation and types of endorsements, Dishonour of negotiable
instruments - noting and protest - liability of Parties on negotiable 4+1
instrument
3.3 Indian Partnership acct, 1932 - Important features - Formation of
partnership firms, Kinds of partners - Rights and duties of partners -
Dissolution of partnership
45
4. COMPANIES ACT
4.1 The Companies Act, 2013 - Company definition, meaning,
features and types of Companies
6+2
4.2 Incorporation of a Company - Memorandum of Association,
Articles of Association and Prospectus
4.3 Management and Meetings
4.4 Winding up of companies
5. LAWS RELATED TO BUSINESS

5.1 Consumer Protection Act 1986
5.2 Foreign Exchange Management Act 1999 5+2
5.3 IT Act 2000
5.4 Competition Act, 2000
5.5 Intellectual Property Rights
5.6 GDPR – Indian Perspective
Suggested Readings
1. ND Kapoor – Elements of Mercantile Law – Sultan Chand & Sons
2. Tejpal Seth - Business Law – Pearson Publication
3. Akhileshwar Pathak – Legal Aspects of Business – Tata McGraw Hill
4. Kuchchal M.C. – Business Law – Vikas Publishing House, New Delhi
5. Gulshan S.S. & Kapoor G.K. – Business Law Including Company Law – New Age
International (P) Ltd.
6. B,S, Moshal – Mercantile Law – Ane Books, India
Learning Outcomes
1. The participants will be able to understand framework of law applicable to business
2. The participants will get insights into provisions of business law
3. At the end of this course, the participants will be aware of legal requirements for the
pursuing a business
46
MB010107 ENVIRONMENT S1 Basic Core Course 4

MANAGEMENT
Course Objective
1. To familiarize the participants framework of Natural Environment and Importance

of Protection of Natural Resources
2. To make the participants aware about pollution and waste management
3. To sensitize the participants about Business Environment framework

No.
LT (Indicative)
1. INTRODUCTION TO ENVIRONMENT & ECO SYSTEM

1.1 Components of Environment
1.2 Eco System – Biotic & Abiotic Components
1.3 Bio Diversity – Principles – Bio Diversity in India 2+1
1.4 Natural Resources – Depletion of Natural Resources
1.5 Energy Sources – Conventional & Renewable Sources – Zero
Carbon Energy
2. IMPACT OF INDUSTRY AND BUSINESSPOLLUTION

SUSTAINABLE DEVELOPMENT
2.1 Environmental Degradation – Industrial Pollution – Types and
Impact
2.2 Managing Industrial Pollution – Electronic Waste Management
4+2
2.3 Waste Management – Developing Recycling Technology
2.4 Sustainable Development – Guidelines & Principles –
Environment Impact Assessment – ISO 14000
2.5 Eco-friendly Manufacturing & Packaging – Zero Carbon Cities
3. MACRO ECONOMIC ENVIRONMENT

3.1 National Income – Its Significance – Measurement of National
Income
3.2 An Overview of Fiscal Policy & Monetary Policy in India
6+3
3.3 Inflation in India – Its Implication on Business
3.4 Trade & Business Cycle – Recessionary Impact on Indian
Economy
3.5 Balance of Trade & Balance of Payments – Disequilibrium in
47
BOP – Corrective Measures
3.6 Analysis of Economic Survey in India – Union Budget & Kerala
Budget – Implications on Business
4. POLITICAL LEGAL ENVIRONMENT

4.1 Role of Government in Business Environment – Economic
Roles – Role of FDI in Indian economy
4.2 The Rationale of Public Private Partnership (PPP) in 3+ 3
Sustainable Development – The Build Operate Transfer
(BOT) Model
Impact of Globalisation, Privatisation on Small Business
5. 5.1 Discussion on Impact of Privatisation in Basic Sectors and Natural

Resources – Water, Electricity,Telecommunications, and Transport
(Roads & Highways, Railways)
3+3
5.2 Globalization of Indian Business and Firms – Coping with Global
Competition
5.3 Industrial Development – Rural & Urban Dynamics
Suggested Readings
1. Pandey G.N. –Environmental Management – Vikas Publishing House
2. Bala Krishnamurthy – Environmental Management: Text and Cases, PHI
3. Kaushik & Anubha – Environmental Studies, New Age International
4. N.K. Uberoi – Environmental Management – Excel Books
5. Michael V. Russo – Environmental Management: Readings & Cases – Sage Publications
6. John Steiner & George Steiner – Business Government & Society: A Managerial Perspective
– Tata McGraw Hill
7. Douglas E. Gheer – Business Government & Society – Prentice Hall 3rd Edition
8. David P. – Business and its Environment –International Edition
Learning Outcomes
1. The participants will be able to understand the need for protection of natural environment
2. The participants will get basic insights into the problem of pollution and waste management
3. At the end of this course, the participants will get an overview of the business environment
prevailing in the country
48
SEMESTER – II
49
MB010201 FINANCIAL MANAGEMENT S2 Working Core Course 3
Course Objective
1. This Course aims to Introduce Objectives and Functions Financial Management, its
importance, its applications in business
2. This Course aims to understand the relationship of Financial Management with the
business environment and the role of Financial Manager.

No.
LT (Indicative)
1. NATURE & SCOPE OF FINANCIAL MANAGEMENT

1.1 Nature & Scope of Financial Management - Objectives
1.2 Primary Objective of Corporate Management 3+2
1.3 Principle – Agency problem
1.4 Organisation of Finance Function
1.5 Emerging Role of Finance Managers
2. WORKING CAPITAL MANAGEMENT

2.1 Factors Affecting Composition of Working Capital
2.2 Management of Cash & Marketable Securities
2.3 Receivables Management – Inventory Management 5+2
2.4 Float Management – Operating Cycle
2.5 Working Capital Financing
3. FINANCE& INVESTMENT DECISIONS

3.1 Time value of Money
3.2 Practical Applications of Compoundingand Present Value
Techniques
3.3 Conceptual Framework of Risk and Return
6+2
3.4 Cost of Capital, Cost of Different Sources of FinanceWeighted
Average Cost of Capital
3.5 Leverage, Operating Leverage, Application of operating leverage,
Financial Leverage, Combined Leverage
3.6 Capital Budgeting Decisions and Techniques
4. CAPITAL STRUCTURE AND DIVIDEND DECISIONS

4.1 Capital Asset Pricing Model (CAPM)
50
4.2 Capital Structure, Factors Affecting Capital Structure
4.3 Theories of Capital Structure 5+2
4.4 Dividend Decisions, Dividend Policies, Dividend & its Forms –
Objectives of Dividend Policy – Dividend Payout Ratio
4.5 Dividend Yield – Stock Split, Reverse Split, Buyback of Shares
5. CORPORATE FINANCE
5.1 Business Valuation – Approaches of Valuation – Methods of
Valuation
5.2 Valuation of Bonds & Shares – Tobin’s Q
5.3 Corporate Restructuring, Merger and Demergers, Legal and
6+2
Procedural Aspects of Mergers
5.4 Amalgamations and Acquisition or Takeovers
5.5 Other Forms of Corporate Restructuring, Memorandum of
Understanding (MoU), Disinvestment
Suggested readings
1. Richard A. Brealey, Stewart CMyers, Franklin Allen, Pitabas Mohanty – Principles of
Corporate Finance – Tata McGraw Hill India.
2. Chandra Prasanna – Financial Management: Theory & Practice, Tata McGraw Hill.
3. James C Vanhorne, John M WachowiczJr. – Fundamentals of Financial Management –
Pearson Education Limited, New Delhi.
4. Lawrence J Gitman, Principles of Managerial Finance – Pearson Education limited. New
Delhi.
5. Pandey I. M. – Financial Management – Vikas Publishing House.
6. Reddy, G Sudarsana – Financial Management – Himalaya Publishing House.
7. Van Horne James – Financial Management Policy – Prentice Hall India
8. Aravind M. – Principles of Financial Management: Practice & Decisions–Viva Books Pvt.
Ltd. 2018
9. Khan M.Y., Jain P.K. – Financial Management: Text & Problems – Tata McGraw Hill, New
Delhi
10. Lawrence D. Schall, Charles W. Haley –Introduction to Financial Management – McGraw
Hill Inc. New York
Learning Outcomes
1. The participants will be able to understand both the theoretical and practical role of
financial management in business.
2. The participants may be enabled to apply the fundamental concepts and tools
of Financial Management.
3. This course will help the participants to analyse the finances of firms in terms of their
performance and capital.
51
MB010202 MARKETING MANAGEMENT S2 Working Core Course 3
Course Objective
1. To introduce the key business function of Marketing with modern realities
2. To provide the participants conceptual framework of Marketing
3. To impart key insights into the practical aspects of Marketing in different type of
Organisations

No.
LT (Indicative)
1. INTRODUCTION TO MARKETING&CAPTURING
MARKETING INSIGHTS
1.1 Marketing as the top line function in Organizations – New
Marketing Realities – Company Orientation toward the Market
place– Marketing Myopia – Marketing Management Tasks
1.2 Marketing as Creating, Communicating, and Delivering Value –
Value chain – Customer satisfaction as the end of the value chain 4+4
1.3 Marketing Environment – Internal and External environment –
Introduction to Marketing Research & Marketing Information
System
1.4 Market Strategic Planning – Elements of Marketing Plan
2. ANALYZING BUYER BEHAVIOUR & SELECTING

MARKETS
2.1 Types of Consumer Buying Behaviour – Factors affecting
Buyer Behaviour - Buyer Roles – Consumer Buying Decision
Process 3+3
2.2 An overview of Organizational Buying Decisions
2.3 Segmentation, Targeting & Positioning – Strategies
2.4 Tapping Global Markets
2.5 Competitive Strategies for Market
3. ELEMENTS OF MARKETING MIX 1 – PRODUCT

DECISIONS
3.1 Product – Product Levels – Customer Value Hierarchy
3.2 Product Classifications – Product & Service Differentiation –
Product Systems & Mixes – Product Line Analysis
4+3
52
3.3 Product Life Cycle Strategies – Illustrations
3.4 An overview of Brand Management – Co-Branding, Ingredient
Branding
3.5 Packaging & Labeling Decisions – Warranties & Guarantees
3.6 New Market Offerings – New Product Success & Failure - New
Product Development Decision Process – Consumer Adoption
Process
4. ELEMENTS OF MARKETING MIX 2 – DISTRIBUTION &

PROMOTION DECISIONS
4.1 Distribution as a part of Value Delivery
4.2 Role of Marketing Channels – Channel Functions & Flows –
Channel Levels – Channel Management Decisions –VMS & HMS
– E-Commerce & M-Commerce
4.3 Introduction to Retailing & Wholesaling – Franchising – 4+2
Teleshopping – Shopping through Internet
4.4 Communicating Value – Marketing CommunicationMix – Steps
in Developing Effective Communication Mix – Concept of
Integrated Marketing Communications
4.5 Marketing Communication Mix Management – An overview
5. MARKETING CONTROL – MODERN TRENDS IN

MARKETING – CHALLENGES
5.1 Marketing Implementation & Control – Marketing Metrics –
Marketing Audit
5.2 Future of Marketing – Emerging Trends
2+1
5.3 Marketing Challenges in Globalized Era – Impact of Digitization
& Information Technology on Marketing – Marketing through
Social Network – Nano Marketing
5.4 Green Marketing
Suggested readings
1. Kotler Philip, Keller Kevin, Koshy Abraham & Jha Mithileshwar, MARKETING
MANAGEMENT A South Asian Perspective – Pearson Education 4th edition
2. Ramaswamy V.S. & Namakumari S, MARKETING MANAGEMENT – Global Perspective,
Indian context – MacMillan 4th edition
3. Rajan Saxena - MARKETING MANAGEMENT – Tata McGraw Hill – 4th edition
4. Kotler Philip & Armstrong Gary, Principles of Marketing (15th Edition) – Pearson Prentice
Hall
5. Etzel, MJ, BJ Walkerand William J Stanton., Marketing (Fourteenth Edition).McGraw Hill,
2007.
6. Neelamegham, S., Marketing in India: Text and Cases (4/e). Vikas Publishing House, 2012.
7. Panda, Tapan K., Marketing Management: Text and Cases Indian Context. Excel Books
India,
2009.
53
Learning Outcomes
1. The participants will be able to understand the framework of Marketing Function in

Organisations
2. The participants may be able to solve Strategic Marketing Problems
3. At the end of this course, the participants will be able to specialise in various elements
of Marketing
Course Code Course Title Semester &Level Type of Course&

of Knowledge No. of Credits
MB010203 HUMAN RESOURCES S2 Working Core Course 3

MANAGEMENT
Course Objective
1. To provide participants a synthesized framework of Human Resources theory &

practice
2. To impart practical insights into HR Practices in Organisations
3. Learn to align HR Systems with the Strategic Business Objectives of a Firm.

No.
LT (Indicative)
1. INTRODUCTION TO HUMAN RESOURCES MANAGEMENT

1.1 Human Resources Management – Line & Staff Aspects of HR –
Trends Shaping HRM
1.2 Line Managers’ HR Management Responsibilities
3+2
1.3 Roles and Skills of New Human Resources Manager
1.4 HR and Strategy – Business Integrated HRM
2. RECRUITMENT, PLACEMENT AND TALENT

MANAGEMENT
2.1 Talent Management Process – Job Analysis – Uses of Job
Analysis
3+2
2.2 Writing Job Descriptions & Job Specifications (Practical
Exercises)
2.3 HR Planning – Recruitment – Sources – Recruiting Yield
Pyramid – Succession Planning
2.4 Employee Testing – Type of Tests – Selection – Trends in
Employee Background Investigation
2.5 Interviewing Candidates – Types of Interviews
54
3. TRAINING AND DEVELOPMENT,PERFORMANCE
MANAGEMENT
3.1 Employee Orientation / Onboarding
3.2 Training – ADDIE Training Process – Training Need Analysis
(TNA)
4+3
3.3 Designing a Training Programme – An Overview of Types of
Training – Evaluation of Training Programmes
3.4 An Overview of Management Development Programme
3.5 Performance Appraisal Process – Techniques for Appraising
Performance
3.6 Performance Management – Elements – Career Planning –
Employee Life Cycle Management; Promotion, Transfer &
Retirement
4. COMPENSATION MANAGEMENT
4.1 Compensation – Factors Determining Pay Rates
4.2 Job Evaluation Methods – Ranking, Job Classification, Point
Method, Computerized Job Evaluation
4.3 Market Competitive Pay Plan – Pricing Managerial &
Professional Jobs – Broadbanding
4.4 Brief Outline of Employee Incentives & Recognition Programmes 4+2
4.5 Statutory & Non-Statutory Benefits – Insurance & Retirement

benefits – Quality of Worklife (QWL)
5. EMPLOYEE RELATIONS & RECENT TRENDS IN HRM

5.1 Meaning of Employee Relations – Industrial Relations
5.2 Industrial Disputes – Causes, Forms of Industrial Disputes
5.3 Preventive Machinery – Collective Bargaining 5+2
5.4 Trade Unions – Objectives, Functions – Employee Welfare
5.5 Grievances Handling & Employee Discipline – Grievance
Procedure – Disciplinary Procedure
5.6 Strategic Human Resources Management – Strategic Tools, An
Overview of HR Analytics – Downsizing
Suggested readings
1. Dessler Gary, Varkkey Biju –HUMAN RESOURCE MANAGEMENT –
Pearson11thedition
2. Aswathappa K. – Human Resources Management: Text & Cases – Tata McGraw Hill
3. V.S.P. Rao – Human Resources Management: Text & Cases – Excel Books
4. Robert L. Mathis, John H. Jackson – Human Resource Management – Thomson South
Western
5. R. Wayne Mondy – Human Resource Management – Pearson
55
6. Raymond Noe – Employee Training and Development – Tata McGraw Hill
7. Mizra S. Saiyadain – Human Resources Management, 4th Ed. – Tata McGraw Hill.
Learning Outcomes
1. The participants will be able to get Conceptual Clarity in Human Resources

Management
2. At the end of this Course the participants may get insights into HR Practices in
Organisations
3. The participants will understand the interrelationship between HRM and Business
Processes
MB010204 OPERATIONS MANAGEMENT Working Core Course 3
Course Objective
1. To provide basic understanding of the Production / Operations Management function

in Organizations.
2. To make the participants aware of the quality tools in Operations Management.
3. To sensitize the participants about the current Operations Management Process and
Strategies followed in India and abroad
Module No. of Sessions

No.
Title & Contents LT (Indicative)
1. INTRODUCTION TO OPERATIONS MANAGEMENT

1.1 Operations Management: Introduction and overview
1.2 Operations Management in manufacturing sector 4+2
1.3 Non-Manufacturing operations
1.4 Elements of Operations Strategy
1.5 Operations Strategy as a Competitive Weapon
2. PROCESS DESIGN & PRODUCT DEVELOPMENT:

OPERATIONS STRATEGY
2.1 Product Strategy and integrated product development.
2.2 Process Strategy Capacity Planning Decisions Facilities Location
Strategies.
4+ 2
2.3 Systems: Aggregate planning and Master Scheduling, MRP, CRP
2.4 Facilities Layout and Material Handling Strategy
56
2.5 Group Technology, Flexible manufacturing system
3. MATERIALS MANAGEMENT AND VENDOR

MANAGEMENT
3.1 Materials Requirement Planning.
3.2 Manufacturing Resource Planning
4+1
3.3 Production Planning & Control
3.4 Materials Management using ERP tool
3.5 Vendor selection criteria and vendor retention.
3.6 Managing materials in JIT(Just In Time) Manufacturing
4. LEAN SUPPLY CHAIN MANAGEMENT & IT ENABLED

OPERATIONS MANAGEMENT
4.1 Lean Supply chain management concepts
4.2 Make the vendors lean
4.3 Rules for lean cell design
3+1
4.4 Lean concepts: Push & Pull system,5S , Total Preventive
Maintenance(TPM),Kanban System.
4.5 Manufacturing Information system and Operations Management.
4.6 DSS for Operations Management
5. LEAN OPEARATIONS & QUALITY MANAGEMENT

5.1 Concept of Lean Production, Value added and waste elimination
- Types of waste – Lean principles – basic lean tools overview.
5.2 Statistical quality control – Integrated quality control
4+1
5.3 Seven Tools of Quality
5.4 Toyota Production System
5.5 Zero Waste Management concept
5.6 Six Sigma in Quality Management
Suggested Readings
1. Mahadevan B, Operations Management Theory and Practice, Pearson Education, 2007
2. Aggarwal L.N, Parag Diwan (1997), Management of Production Systems, Global Business
Press
3. Aswathappa K and Shridhara Bhat K, Production and Operations Management, Himalaya
Publishing House, Revised Second Edition, 2008.
4. Lee J. Krajewski et al, Operations Management, Process and Supply chains. 11th Edition
Pearson India Education Services Ltd. India.
5. Khalid Sheikh (2001), Manufacturing Resources Planning (MRP II) with introduction to ERP,
SCM, and CRM, Tata Mc Graw Hill.
6. Chase, Jacobs and Aquilano (2005), Operations Management for Competitive advantages,
Tata Mc Graw Hill
57
7. Harold T Amrinal, John A Ritchey and Oliver S Hulley (1983) Manufacturing Organization
and Operation Management, Prentice Hall, Inc
8. Ramamurthy P (2005), Production and Operation Management, New Age international
Publisher
Learning Outcomes
1. The participants will be able to understand various concepts and theories related to
operations management.
2. The participants will get basic insights regarding the various operations
management strategies adopted by global firms.
3. The participants will be able to understand emerging concepts and best practices
followed in manufacturing firms.
MB010205 MANAGEMENT SCIENCE S2 BASIC Core Course 3
Course Objective
1. To Familiarize the participants with the scope and applications of Operations

Research in Managerial decision making
2. To impart basic insights to students about use of various Scientific Tools and Models
in OR for Business Analysis
3. To provide basic insights into Decision Science and Decision Environment
No. of Sessions
Module Title & Contents LT (Indicative)
No.
1. INTRODUCTION TO OPERATIONS RESEARCH

1.1 Introduction to Operations Research, Concept of Optimization
1.2 Importance of Decision Science 3+2
1.3 Decision making through Operations Research
1.4 Research, Models and Modeling in OR, General Methods for
solving OR models
1.5Application and Scope of OR – Basic OR models.
2. LINEAR PROGRAMMING PROBLEM

2.1 Formulation and Graphical Solutions – Simplex Methods
2.2 Maximization Problems – Minimization Problems 7+3
58
2.3Problems involving Artificial Variables - Big M Method
2.4Sensitivity Analysis
3. ASSIGNMENT & TRANSPORTATION MODELS

3.1 Assignment Problems – Methods of solution, Hungarian Method –
Impossible Assignment
3.2Transportation Problem - Formulation, Methods of finding initial
7+4
solution (North West Corner Rule, Least Cost Method and Vogel’s
Approximation Method)
3.3 Test for optimality (MODI Method)
4. NETWORK ANALYSIS
4.1 PERT & CPM – Time Estimation – Critical Path
4.2 Basic Concepts of Crashing
4.3 Resources Leveling – Resources Smoothing 6+3
4.4 Replacement Problems - Replacement of assets that deteriorate
with time, Replacement of assets that fail completely.
5. DECISION THEORY AND SIMULATION

5.1 Concept of Decision Making – Decision Making Environments
5.2 Simulation – Basic Concepts of Simulation – Monte Carlo 6+4
Simulation – Scope & Limitations
5.3 Game Theory – Concept – Two Person Zero Sum Game – Pure &
Mixed Strategy – Saddle Point
Suggested Readings
1. Sharma, J K. Operations Research: Theory and Applications (5/e). New Delhi: Laxmi
Publications, 2013.
2. G. Srinivasan, Operations Research Principles and Applications – PHI Learning
3. R. Paneer Selvam – Operations Research – PHI Learning
4. Frederick S. Hillier, Gerald J. Lieberman – Operations Research: Concepts & Cases – Tata
McGraw Hill
5. Rathindra P. Sen – Operations Research – PHI Learning
6. Vohra, N D. Quantitative Techniques for Management. Tata McGraw Hill Education, 2015
7. S. Kalavathy – Operations Research with C Programmes – Vikas Publishing House
59
Learning Outcomes
1. At the end of this Course, the participants may get basic insights into Applications of
Operations Research in Managerial Decision Making
2. The Participants will get familiar with Scientific Tools and Models in OR for
analysing the Business
3. The participants will be able to understand basics of Decision Science
Course Code Course Title Semester Type of

&Level of Course& No. of
Knowledge Credits
MB010206 MANAGEMENT INFORMATION S2 Basic Core Course

SYSTEMS AND CYBER SECURITY
3
Course Objectives
1. To understand the Importance of InformationSystem in Business
2. To make the participants familiarize with the InformationTechnologies and Methods

used for effective Decision making in an organization.
3. To understand the security and ethical issues in Information systems.

No.
LT(Indicative)
1. FOUNDATION OF INFORMATION SYSTEM

1.1 Information System - Components of information systems and IS
activities
1.2 Roles of information systems and impact of IS on organization
4+2
1.3 Types of IS
1.4 Emergence of Digital Firm - Internet of things (IoT)
2. INFORMATION SYSTEM IN BUSINESS

2.1 Business Information systems - Marketing Information System,
Financial Information System, Manufacturing Information
System and Human resource Information System
4+2
2.2 Transaction Processing System
2.3 Office automation system, KWS and GIS
2.4 Enterprise wide systems, E- Business Applications and E-
governance
60
3. MANAGEMENT AND DECISION SUPPORT SYSTEM
3.1 Decision Support Systems – Types – Web based DSS - GDSS
3.2 Management Information Systems – MIS Implementation
3.3 Expert systems-Knowledge based expert systems and Executive 4+2
Information Systems
3.4 Artificial Intelligence Technologies
3.5 Data Mining and Data Warehousing
4. STRATEGIC ROLES OF IS
4.1 Strategic Uses of Information Technology-IT in the value chain-
Business change models-
4.2 Business Process Re-engineering (BPR)-BPR versus continuous
improvement-Seeking and gaining competitive advantage
4+ 2
4.3 Drivers of IT investments-Measuring the value of IT investments-
Justifying IT investments
4.4 Challenges of Strategic IS
5. CYBER SECURITY
5.1 Securing Information Systems - System vulnerability and abuse.
5.2 Wireless security challenges - malicious software - hackers and
cyber vandalism - computer crime and cyber terrorism.
5.3 Business values and ethics of security and control - firewalls –
4+2
intrusion - detection systems - anti-virus software.
5.4 Securing wireless networks - encryption and public key
infrastructure – ensuring system availability.
5.5 Security issues for cloud computing and the mobile digital
platform.
Suggested Readings:
1. James A O’Brien, George M Marakas and Ramesh Behl,Management Information Systems,
Ninth edition, Tata McGraw Hill Education Private Ltd, 2012
2. Kenneth C. Laudon and Jane Price Laudon, Management Information Systems – Managing
the digital firm, 14 edition, PHI Learning / Pearson Education, PHI, Asia, 2012.
3. Robert Schultheis and Mary Summer, Management Information Systems – The Managers
View, Tata McGraw Hill, 2008.
4. Rahul de, MIS in Business, Government and Society, Wiley India Pvt Ltd, 2012
5. Gordon Davis, Management Information System : Conceptual Foundations, Structure and
Development, Tata McGraw Hill, 21st Reprint 2008.
6. Haag, Cummings and Mc Cubbrey, Management Information Systems for the Information
Age, McGraw Hill, 2005. 9th edition, 2013
7. Laudon - Management Information System - Pearson Education Asia, 11th Edition
61
8. Davis and Olson - Management Information System - Tata McGraw Hill
9. Journal – MIS Quarterly, University of Minnesota
10. Journal – CSI Communication, Computer Society Of India, Mumbai
Learning Outcomes
1. The participants will get basic insights into the Flow of Information in an
Organisation
2. The participants will understand how data and information is used in the process of
managerial decision making
3. The participants are expected to get basic insights into the security aspects in
Information Systems

MB010207 BUSINESS RESEARCH S2 Basic Core Course 4

METHODS
Course Objectives
1. To prepare the students for projects through providing basic aspects of Research
Methodology
2. To make the participants familiar with different phases of Research
3. To Equip the participants basic insights into Data Analysis and Report Writing

No.
LT(Indicative)
1. INTRODUCTION TO BUSINESS RESEARCH

1.1 Role of Business Research – Information and Competitive
Advantage
1.2 Characteristics of Good research
4+3
1.3 Steps in Problem Formulation
1.4 Value and Cost of Information
1.5 Research Process with Illustration
1.6 Ethics in Business Research
2. RESEARCH DESIGN
2.1 Research Design: Meaning – Broad Classification of Designs
2.2 Exploratory Studies – Secondary data Analysis, Experience
Surveys, Focus groups, Two Stage Designs
6+3
2.3 Descriptive Studies – Causal Studies
62
2.4 Qualitative Vs Quantitative Research – Process of Qualitative
Research – Qualitative Research Methodologies
2.5 Observation Studies – Uses, Types - Surveys
3. MEASUREMENT AND SAMPLING

3.1 Measurement Concept – Classification of Measurement Scales –
Characteristics of Good Measurement
3.2 Rating Scales – Simple Attitude, Likert & Semantic Differential
6+3
Scales
3.3 Questionnaires – How to Design a Good Questionnaire? – Phases
with an Illustration
3.4 Sampling – Good Sample – Steps in Sampling Design
3.5 Probability Vs Non-Probability Sampling (Sample Size
Determination Formulae and Calculation not expected)
4. SOURCES AND COLLECTION OF DATA– DATA ANALYSIS

4.1Primary and Secondary Data Collection Methods – An Overview
4.2Observation Method – Interview Method – Case Study Method &
Content Analysis
4.3Data Preparation using EXCEL – Use of Statistical Software –
5+3
SPSS (Practical Sessions Recommended)
4.4Parametric & Non-Parametric Tests – An Overview (Theory only
– Formulae & Calculation not expected)
4.5Basics of Multivariate Analysis
5. REPORT WRITING & APPLICATION OF BUSINESS

RESEARCH
5.1 Written Research Report – Short & Long Reports
5.2 Components of Research Report
4+3
5.3 Writing the Research Report
5.4 Report Presentation
5.5 Application of Research in Business – An Overview
Suggested Readings:
1. Donald R. Cooper, Pamela S. Schindler, J.K. Sharma – Business Research Methods 12e, -
McGraw Hill 2019 (Special Indian Edition)
2. Deepak Chawla, Neena Sondhi – Research Methodology – Vikas Publications
3. Alan Bryman, Emma Bell – Business Research Methods – Oxford University Press
4. K.N. Krishnaswamy, Appa Iyer Sivakumar, Mathirajan M., Management Research
Methodology, Integration of Principles, Methods & Techniques – Pearson Education
5. C.R. Kothari – Research Methods and Techniques – New Age International, New Delhi
63
6. Sachdeva – Business Research Methods – Himalaya Publishing House
7. William G. Zikmund, Barry J. Babin, John C. Carr, Mitch Griffin – Business Research
Methods – Cengage Learning
8. SPSS Handbook – Himalaya Publications
Learning Outcomes
1. The participants will get basic insights into the Process, Methods and Techniques used
in Business Research
2. The participants will understand how data is collected and analysed for decision
making
3. The participants are expected to get basic insights into the use of Statistical Software
and MS Excel in Business Research

MB010208 ENTREPRENEURSHIP S2 Basic Core Course 4

DEVELOPMENT
Course Objectives
1. To Provide the Participants basic understanding about the Role and Significance of
Entrepreneurship in an economy
2. To Instill a Spirit of Entrepreneurship among the Student Participants
3. To make the Participants aware about the Management of Small and Medium
Enterprises

No.
LT(Indicative)
1. INTRODUCTION TO ENTREPRENEURSHIP
1.1 Entrepreneur and Entrepreneurship
1.2 Characteristics of Entrepreneurs – Entrepreneurial Competencies
– Creativity, Problem Solving, Decision Making,
3+3
Communication, Leadership, Self-Analysis, Personal Efficacy,
Culture & Values, Risk Taking Behaviour, Technology Backup
1.3 Types of Entrepreneurs
1.4 Role of Entrepreneur in Economic Development
1.5 Factors Affecting Entrepreneurial Growth in India
2. ENTREPRENEURIAL PROCESS
2.1 Steps in Entrepreneurial Process – Deciding, Developing,
64
Moving, Managing, Recognizing
2.2 Identification of Business Opportunities for Small Business -
Project Ideas, Screening of Project Ideas; Environment Scanning
6+3
and Opportunity Analysis; Technical Analysis
2.3 Entry Strategies – New Product, Franchising, Partial Momentum,
Sponsorship & Acquisition
2.4 Intellectual Property – Creation & Protection
3. SMALL ENTERPRISES AND ENTERPRISE LAUNCHING

3.1 Meaning of Small Scale – Rationale, Objective & Scope of SMEs
– Role of SMEs in Economic Development of India – An
overview of Women Entrepreneurship in India – Problems &
Prospects 6+3
3.2 SME – Floating of SMEs – Registration – NOC from Pollution
Board – Machinery & Equipment Selection
3.3 Methods of Project Appraisal –Economic Viability and Market
Feasibility
3.4 Requirement of Financial Institutions – Projected Financial
Statement Preparation
4. ROLE OF SUPPORT INSTITUTIONS FOR SMEs

4.1 Government Policies for Small Scale Industries (SSIs)
4.2 Role of DICs, SFCs, SIDBI, Entrepreneurship Development
Institutes (EDIs)
2+3
4.3 Khadi and Village Industries Corporation / Board
4.4 Critical Appraisal of Support Institutions & Govt. Policies
5. CASE STUDIES ON ENTREPRENEURSHIP

5.1 Case Studies – Successful & Unsuccessful Entrepreneurs
5.2 Key Variables explaining Success / Failures 2+4
5.3 Industrial Sickness – Reasons
5.4 Discussion on Future of SMEs in India
Suggested Readings:
1. Desai Vasant – The Dynamics of Entrepreneurial Development and Management –Himalaya
Publishing House
2. Donald F. Kuratko & Hodgetts – Entrepreneurship: Theory, Process & Practice – Cengage
Learning
3. K. Ramachandran – Entrepreneurship: Indian Cases on Change Agents – TMGH New Delhi
4. Morse, Mitchell – Cases in Entrepreneurship – Sage South Asia Edition
5. Gupta C.B. and Srinivasan –Entrepreneurship Development in India – Sultan Chand & Sons
6. Vasant Desai – Project Management & Entrepreneurship – Himalaya Publishing House
65
Learning Outcomes
1. The Participants will be provided basic insights into the Process of Entrepreneurship
and its Nuances
2. The Participants mayget inspired by the Spirit of Entrepreneurship
3. The Participants will get an idea about the Status of Entrepreneurship Ventures in
India including Women Entrepreneurship
66
SEMESTER – III
67
MB010301 BIG DATA AND BUSINESS S3 Basic Core Course 4

ANALYTICS
Course Objective
1. Understand what Business Analytics is, why it is used, and by whom
2. Understand the key concepts of Business Analytics and its Practical Application in
Decision Making
3. Apply relevant Analytics tools and techniques to solve real worldBusiness Problem
No. of Sessions
No.
1. INTRODUCTION TO ANALYTICS
1.1 Introduction – Business Analytics – Role of Analytics in Industry
– Current trends – Technologies & Domains involved in
Analytics
5.6 Different types of Analytics – Descriptive, Predictive and
Prescriptive Analytics 3+3
1.2 Types of Data – Structured, Semi-structured and Unstructured
Data. Scales of Measurement – Nominal, Ordinal, Interval and
Ratio.Big data analytics. Framework for Data driven Decision
Making.
1.3 Descriptive, Predictive, and Prescriptive Analytics Technique
1.4 Introduction to R and Excel
2. DESCRIPTIVE ANALYTICS
2.1 Framework for Data driven Decision Making
2.2 Data Preprocessing – Imputing Missing Values using SPSS/R
2.3 Measure of central tendency – Mean, Median and Mode. Measure
of Variation – Range, IQR, Variance and Standard Deviation.
3+3
Measure of Shape – Skewness and Kurtosis, Central Limit
Theorem (SPSS Exercises)
2.4 Data Visualization – Univariate, Bivariate and Multivariate
3. PREDICTIVE ANALYTICS – SUPERVISED

3.1 Simple Linear Regression. Multiple Linear Regression (MLR) –
Assumptions of MLR, Interpretation of MLR Coefficients, Statistical
significance of Individual Predictors (t-Test), Overall model
Validation (F-Test), MLR metric – R-Squared and RMSE
3.2Residual Analysis in MLR. Multi-Collinearity and Variance
68
Inflation Factor (VIF) (Theory only) 4 +2
3.3Classification – Logistic Regression, Decision trees – CART and (MLR using
CHAID (Theory only) SPSS)
4. PREDICTIVE ANALYTICS – UNSUPERVISED

4.1 Introduction to clustering. Distance and Dissimilarity Measures in
Clustering
4.2 Clustering Algorithms – K means and Hierarchical Clustering
4+3
(Theory only)
4.3Optimal Number of Clusters. Cluster Validation (Theory only)
5. PRESCRIPTIVE ANALYTICS AND APPLICATIONS OF

ANALYTICS
5.1Introduction to Prescriptive analytics. Linear Programming Model
Building, Assumptions of Linear Programming. (Theory only)
4+2
5.2Roadmap for Analytics Capability Building – Challenges in Data-
driven Decision Making and future
5.3 Importance of Analytics inFinance, Marketing& HRM
Suggested Readings:
1. U. Dinesh Kumar - Business Analytics –Wiley
2. Foster Provost & Tom Fawcett – Data Science for Business – O’reilly
3. Anasse Bari, Mohamed Chaouchi, and Tommy Jung – Predictive Analytics for Dummies –
Wiley
4. Hadley Wickham & Garrett Grolemund – R for Data Science – O’reilly
5. James R. Evans, Business Analytics: Methods, Models & Decisions, first edition,
Prentice Hall
Learning Outcomes
1. Use R to create basic plots
2. Identify and apply appropriate Analytic Technique to solve Business Problem
3. Derive Actionable insights from data for Decision Making
Notes:
The following tools are recommended based on popular usage in Industry and to give practical
exposure to Management Students in affiliated Colleges. Practical Training Sessions with evaluation
on these Software shall be part of Continual Evaluation.
1. MS Excel: Data Cleaning tools, Pivot Table, Advanced Formulas, Power Pivot\
69
2. Power BI
3. Tableau
4. R Programming
5. SaS (optional)
6. Python (optional)

MB010302 BUSINESS ETHICS AND S3 Basic Core Course 4

CORPORATE GOVERNANCE
Course Objective
1. To introduce Ethics as an important Component in Business Administration
2. To provide the Participants the Relevance and Role of Indian Practices in Business
3. To Discuss and Analyse relevant Case Studies related to Indian Ethos and Values
from the Business World
No. of Sessions
No.
1. INDIAN ETHOS FOR MANAGEMENT

1.1 Relevance of Indian Ethos and Values
1.2 Principles practiced by Indian Companies
1.3 Management Lessons from Vedas, Mahabharatha, Bible & Quran 3+ 3
– An Overview - Kautilya’s Arthashastra
1.4 Indian Heritage in Business Management – Production &
Consumption
2. INDIAN PRACTICES
2.1 Indian Vs Western Management
2.2 Work Ethos and Values for Indian Managers
2.3 Stress Management – Meditation for Mental Health – Role and
Importance of Yoga
3+3
2.4 Contemporary Approaches to Leadership
2.5 Indian System of learning – Gurukul System – Importance of
Karma to Managers
3. INDIAN VALUE SYSTEM

3.1 Work Ethos and Values for Indian Managers
3.2 Relevance of Value Based Management in Global Change – 3 +2
Importance of Value on Stakeholders
70
3.3 Value System in Work Culture
3.4 Secular Vs Spiritual Values
4. NEED FOR ETHICS

4.1 Understanding the Need for Ethics
4.2 Ethical Principles in Business
4.3 Theories of Ethics – Absolutism Vs Relativism 3+2
4.4 Kohlberg’s Six Stages of Moral Development (CMD)
4.5 Managing Ethical Dilemma – Characteristics – Ethical Decision
Making, Ethical Reasoning
5. CORPORATE GOVERNANCE
5.1 Corporate Governance Initiatives in India – Committees &
Commissions
5.2 Corporate Governance – Theories and Models – Corporate
4+3
Disclosure -
5.3 Corporate Social Responsibility (CSR) and its Significance in
Business
5.4 Concept of Social Audit and its Relevance – Whistle Blowing –
Privacy Trade Secrets
5.5Scams and Scandals in Corporate Governance in India
Suggested Readings:
1. S.K. Bhatia – Business Ethics & Managerial Values – Deep and Deep
2. Joseph A. Petrick, John F. Quinn – Management Ethics – Sage Publications, New Delhi
3. Sherlekar – Ethics in Management, Himalaya Publishing, New Delhi
4. C.V.S. Murthy – Business Ethics & Corporate Finance – Himalaya Publishing House
5. Manisha Paliwal – Business Ethics – New Age International, New Delhi
Learning Outcomes
1. The Participants will understand the importance of Ethics in Business Administration
2. At the end of the Course, the Participants will understand the relevance of Indian
Practices in Management based on Ethical foundation
3. The Case Studies on Indian Ethos and Values will throw light into the richness of
Indian tradition in Corporate Governance
Notes:
This course on Business Ethics and Corporate Governance is a Case Study oriented subject. Case
studies from Indian Ethos and Values are to be discussed in the class room.
71
SEMESTER – IV
72
Course Course Title Semester &Level of Type of Course& No.
Code Knowledge of Credits
MB010401 STRATEGIC MANAGEMENT S4 Working Core Course 4
Course Objective
1. To expose students to various concepts and perspectives in the field of Strategic

Management
2. To help participants develop skills for applying these concepts in various contexts to
solve business problems
3. To enable to students to use traditional and contemporary analytical tools of Strategic

Management
No. of Sessions
Module Title & Contents LTP (Indicative)
No.
UNDERSTANDING STRATEGY
1. 1.1 Introduction to Strategic Management: Introduction to
Strategy,overview of strategic management, meaning and
characteristics of strategic management, strategic management
process model
1.2 Hierarchy of Strategic Intent: Meaning & attributes of strategic 4+2
intent, meaning of vision, meaning of mission, difference
between vision & mission, characteristics of good mission
statements, objectives and goals, Critical Success Factors (CSF),
Key Performance Indicators (KPI), Key Result Areas (KRA).
ANALYSING THE ENVIRONMENT

2. 2.1Analysing company’s external environment: External
environmental analysis, Macro environment and industry
analysis, Porter’s Five Forces analysis, competitor analysis
2.2 Analysing company’s internal environment: SWOT Analysis,
Resource based view of a firm,competitive advantage, core
competence, characteristics of core competencies, core 4+2
competence as the root of competitive advantage
2.3 Value chain analysis using Porter’s model: Primary and
secondary activities
2.4 Business Portfolio Analysis: BCG Matrix, GE 9 Cell Model,
Strategic analysis and choice
TYPES OF STRATEGIES
3. 3.1Strategic alternatives: Corporate, business and functional levels of
strategy
3.2Corporate level strategies: Stability strategies, Growth strategies
4+2
(Diversification Strategies, Vertical Integration Strategies,
73
Mergers, Acquisition & Takeover Strategies, Strategic Alliances
& Collaborative Partnerships), Retrenchment strategies
(Turnaround, Divestment, Liquidation, Outsourcing Strategies).
3.3 Business level strategies: Generic competitive strategies, Cost
leadership, Differentiation, Focus
IMPLEMENTATION, EVALUATION AND CONTROL OF

STRATEGY
4.
4.1 Strategy implementation: Resource allocation, leadership in
strategic management
4.2 Strategy, structure and organisation culture, strategies for
managing change 4+2
4.3 Strategic evaluation and control: Evaluation of strategy, use of
Balanced Score Card, Six Sigma process (concepts only),
controls, premise, surveillance, implementation and strategic
alert control
5. RECENT DEVELOPMENTS IN STRATEGY

5.1 Blue ocean strategy: Difference between blue & red ocean
strategies, principles of blue ocean strategy, strategy canvas &
value curves, four action framework
5.2 Business models: Meaning & components of business models,
new business models for internet economy, E-commerce
business models and strategies,internet strategies for traditional 4+2
business
5.3 Sustainability and strategic management:Corporate social
responsibility and sustainability, integrating social &
environmental sustainability issues in strategic management,
meaning of triple bottom line, people-planet-profits.
Suggested Readings:
1. Hill, Charles W.L. and R. Jones, Gareth, Strategic management: An integrated approach,
Cengage
2. Wheelen, Thomas L and Hunger, David J, Concepts in Strategic Management & Business
Policy, Pearson
3. Azhar Kazmi, Strategic Management, Tata McGraw Hill
4. Srinivasan R, Strategic Management: The Indian Context, Prentice Hall of India
5. Mason Carpenter, Gerard Sanders, Prashant Salwan, Concepts and Cases Strategic
Management- A dynamic Perspective, Pearson Education, India
6. Glueck,W F and Lavch, L. R Business policy and Strategic Management, McGraw Hill, New
Delhi.
7. Gregory G.Dess and Alex Miller, Strategic Management, McGraw Hill, India
8. Srivastava RM, Strategic Management: Concepts, Skills and Practices, Prentice Hall of India
74
LEARNING OUTCOMES
1. The Participants will be able to understand the concepts and perspectives in the area of
Strategic Management
2. Participants will acquire the necessary skills inusingtraditional and contemporary

Analytical tools of Strategic Management
3. At the end of the course, Participants will develop the ability to take the right Managerial
Decisions and solveBusinessProblems
75
ELECTIVES
76
FINANCE ELECTIVES
Course Code Course Title Semester & Level of Type of Course & No.
Knowledge of Credits
MB80 SECURITY ANALYSIS AND S3 Working Elective Course 3

03/0401 PORTFOLIO
MANAGEMENT
Course Objectives
1. To have an in depth knowledge of the theory as well as practice of investment decision

making
2. To Know the theory and practice of portfolio management

No.
LT (Indicative)
INTRODUCTION TO INVESTMENT
1.1 Investment -meaning and definition-Objectives of Investment -
types of investment
4+2
1.2 Types of investors – Speculation, gambling - source of
information for investments
1.
1.3 Security markets; Primary market/new issue market; functions of
primary market; right issue, book building, private placement;
Organised stock exchanges; functions of stock exchanges
INSTITUTIONAL ARRANGEMENT FOR SECURITY

INVESTMENT
2.1 SEBI and its functions
2.2 Trading and settlement process in stock markets- BSE and NSE
2.3 Depositories and Depository participants; functions of depository;
2. 3+3
Dematerialization; NSDL and CSDL
RISK AND RETURN

3.1 Concepts of risk and return - factors contributing to risks - risk
and risk aversion
3.
3.2 Types of risks - systematic and unsystematic risk
3.3 Measurement of risks – Capital Asset Pricing Model (CAPM)
4+2
3.4 Return and risk of securities and portfolio and calculation of
security and portfolio beta to be covered.
SECURITY ANALYSIS
77
4.1 Fundamental analysis: economic, industry and company analyses
4.2 Technical analysis : meaning of technical analysis
4.3 Basic principles of technical analysis; Dow Theory; chart patterns; 4+2
Elliot wave theory;
4.4 Efficient market theory
4.
PORTFOLIO MANAGEMENT
5.1 Portfolio analysis – Theories, risk and return of a portfolio
5. 5.2 Portfolio construction and portfolio selection
5.3 Markowitz theory – Efficient frontier
5.4 Sharpe single index, Multi index models
5.5 Portfolio performance evaluation – Sharp, Treynor and Jensen’s
measure
5.6 Portfolio revision (theory only)
4+2
Suggested Readings:
1. Security Analysis and Portfolio Management, 6e, Fischer DE & Jordan R J (Prentice Hall).
2. Investments, 6e, Bodie, Zvi; Kane, Alex; Marcus, Alan J; Mohanty, Pitabas (Tata McGraw
Hill Publishing Co. Ltd.)
3. Modern Investment Theory, 5e, Haugen, Robert A (Pearson Education) Investments: Analysis
and Management, 8e, Jones, Charles P (John Wiley & Sons)
4. Prasanna Chandra: "Investment Analysis and Portfolio Management", Tata McGraw Hill
Education Private Limited, New Delhi
LEARNING OUTCOMES
1. Understand the various alternatives available for investment
2. Learn to measure risk and return. Find the relationship between risk and return
3. Find the relationship between risk and return
4. Gain knowledge of the various strategies followed by investment practitioners
78
Course Course Title Semester & Level of Type of Course & No.
MB80 FINANCIAL S3 Working Elective Course 3

03/0402 DERIVATIVES AND RISK
MANAGEMENT
Course Objective
1. To make the students understand about Financial Derivatives such as Forwards,

Futures, Options & Swaps and providing the skills for valuing these financial
instruments.
2. To Provide guidelines for useful treatment of these financial instruments.

No.
LT (Indicative)
1 UNDERSTANDING FINANCIAL DERIVATIVES

1.1 Introduction to Derivatives: Derivative markets and instruments
1.2 Forward contracts, Futures contracts, Options, Swaps and other 1 +2
derivatives, The underlying asset
1.3 Structure of derivative markets
1.4 Exchange traded markets
1.5 Over the counter markets
2 DERIVATIVE INSTRUMENTS
2.1 Types of traders, Role of derivative markets and its uses
2.2 Overview of the Indian derivatives markets
2.3 Specification of a futures contract: Contract size, Daily settlement
and margins
3+3
2.4 Marking to market using margin accounts, Delivery
2.5 Types of futures contracts: Commodity futures, Currency futures,
Interest rate futures
2.6 Stock index futures; Forward and futures prices, Uses of futures
and forward contracts.
3 OPTION
3.1 Options, swaps and credit derivatives: Option terminology, Types
of options, Specifications 3.2 Option premium, Payoffs from options,
Put-Call Parity, Exchange traded options, Over-the-counter options
3.3 Options on trading, Strategies involving Options, Option pricing
79
models, Binomial Option Pricing Model 4+2
3.4 No arbitrage pricing argument and Risk neutral valuation, Black-
Scholes Option Pricing Model
3.5 Options on Securities, Stock indices; Currencies and futures,
Embedded options in debt instruments
4 WARRENTS AND SWAPS

4.1 Warrants, Caps, Floors, Collars
4.2 Terminology and structure of swap, Comparative advantage
argument, Interest rate swaps, Currency swaps, Equity swaps,
4+2
Valuation of swaps, Credit default swaps, Swap options.
4.3 Forward rate agreements
5 HEDGING TECHNIQUES
5.1 Risk management: Sources and types of risk; systematic risk and
unsystematic risk.
5.2 Different approaches to risk management, Risk management
process, Risk management techniques, Risk management with
derivatives 5+2
5.3 Hedging with forward, futures and options, Delta hedging, Value
at risk, Real options.
Suggested Readings:
1. D. M. Chance and R. Brooks, An Introduction to Derivatives and Risk Management, 9th ed. South-
western Cengage Learning, 2013.
2. J. C. Hull, Option Futures and Other Derivatives, 9th ed. Pearson, 2015.
3. S. S. S. Kumar, Financial Derivatives, Pearson, 2010.
LEARNING OUTCOMES
1. Develop conceptual knowledge on derivatives, trading mechanism and variables that

determine their market values.
2. Ability to compare and contrast different types of derivative instruments.
3. Develop an understanding on the reasons and explanations for corporate hedging

activity.
4. Identify and evaluate the nature and extent of a company’s exposure to types of risk
and its management.
80
MB80 MANAGEMENT OF S3 Working Elective Course 3

03/0403 BANKS AND
FINANCIAL
INSTITUTIONS
Course Objective
1. To acquaint the students with concepts of Banks and Financial Institutions.
2. To familiarize various Techniques of Managing Banks and Financial Institutions.

No.
LT (Indicative)
1. INTRODUCTION
1.1 Classification of banks, Types of banking, Banking system in
India, Central bank, functions, method of credit control, RBI 2 +2
1.2 Functions of NBFI-Recent trends in Indian Banking Sector.
2. BANKING CUSTOMERS
2.1 Deposits- Banker and-Customer relations - Know your Customer
[KYC], types of accounts - services rendered by Banks - Banker’s lien
- right of set off - Payment and collection
of Cheque, responsibilities of customer and banker, endorsements,
bouncing of cheques 1 +3
2.2 Types of customers; NOSTRO and VOSTRO accounts – SWIFT,
CHIPS, CHAPS, FEDWIRE, NRI Bank accounts
3. CREDIT AND DOCUMENTATION

3.1 Credit- Principles of lending - various credit Products/ Facilities -
working capital and term loans - Credit Appraisal Techniques, credit
management, Different types of documents;
3.2 Documentation Procedures, Different modes of charging - types
of collaterals and their characteristics, Priority Sector Lending - 4 +2
sectors - recent developments - Financial Inclusion-
Correspondent Banking
4. FINANCIAL MANAGEMENT OF BANK

4.1 Bank Balance Sheet Structure - Components-
Asset Liability Management (ALM) in Commercial banks; Gap
method; Value at Risk method.
4+2
4.2 NPA Management- Calculation of provisions for NPA and risk
weights for Basel Norms-
Interest calculation, Evaluating bank performance – Profitability
Analysis, Balanced Scorecard.
81
5. BANKING RELATED LAWS
5.1 Recovery of Debts due to Banks and Financial Institutions
Act, 1993(DRT Act)- Objective of the Act, Constitution of Tribunal,
Procedure to be followed,
5.2 Enforcement process. Securitisation and Reconstruction of
Financial Assets and Enforcement of Securities Interest Act
(SARFAESI)-Constitutional Validity; Definitions; Regulation &
Reconstruction; Enforcement of Security Interest; Central Registry;
Offences & Penalties; 5+2
5.3Miscellaneous Provisions. Banking Ombudsmen Scheme-
Purpose; Extent; Definitions; Establishment; Powers; Procedure for
Redressal Grievance
Suggested Readings:
1. Peter S Rose and Sylvia C Hudgins, Bank Management and Financial Services, Tata
McGraw-Hills, 7th Ed, 2010.
2. Indian Institute of Banking and Finance, Bank Financial management, Taxmann
Publication, ND, 2004.
3. Muraleedharan.D, Modern banking: Theory and Practice, PHI Learning, 2010.
4. Jha SM, Bank Marketing, Himalya PH ,2011
5. Vasant Desai, Bank Management, Himalya P H , 2010.
6. Raghu Palat, Retail Banking, Cortlandt Rand Consultancy Private Ltd, Mumbai, 2010.
7. Bhattacharya KM and Agarwal, Basics of Banking and Finance. Himalya PH, 2011.
8. Shekhar KC, and Lekshmy shekhar, Banking Theory and Practice, Vikas PH, ND, 2010.
9. Hempel, George H and Yawitz Jess B, Financial Management of Financial Institutions,
New Jersey, PHI.
10. Vij, Madhu, Management of Financial Institutions in India, ND, Anmol Publication.
LEARNING OUTCOMES
1 Develop conceptual knowledge on Banking practices and functioning of Financial

Institutions
2 Ability to manage various processes in Banks and Financial Institutions.
82
MB80 CORPORATE TAXATION S3 Working Elective Course 3

03/0404
Course Objective
1 To acquaint the students with the corporate taxation laws in the country
2 To gain enough knowledge to manage corporate taxes

No.
LT (Indicative)
1 UNDERSTANDING CORPORATE TAXATION

1.1 Income tax: Introduction, Definitions, Residential status and
taxation
3 +2
1.2 Heads of Income, Corporate taxation; Computation of taxable
income
1.3 Taxation of companies, Special provision in computation of profit
from business.
2 TAXATION UNDER DIFFERENT HEADS

2.1 Deductions from gross total income, Amalgamations of
companies and fiscal incentives
2.2 Minimum alternate tax on companies, Special provisions relating
to tax on distributed profits of domestic companies
2 +3
2.3 Tax planning; Concepts relating to tax avoidance and tax evasion,
Tax planning with reference to Location of Undertaking
2.4 Type of Activity, Ownership Pattern, Dividend policy, Issue of
bonus shares, Inter-corporate dividends and transfers
3 TAX MANAGEMENT
3.1Tax planning: Tax avoidance; Tax evasion; Tax management; Tax
planning with reference to specific managerial decisions like make or
buy decisions, own or lease decisions
3.2 Repair or Replace decisions and Shut Down or Continue
Decisions. 5 +2
3.3 Tax planning relating to amalgamations and mergers of
companies.
4 DECISION MAKING UNDER TAX MANAGEMENT

4.1 Tax considerations in respect of specific managerial decisions like
Make or Buy, Own or Lease, Close or Continue, Sale in Domestic
83
Markets or Exports, Capital Budgeting Decisions, Managerial
Remuneration
4+2
4.2 Foreign Collaboration and Joint Ventures.
5 TAX ASSESSMENT
5.1 Tax Management; Filing of Returns and Assessments, Penalties
and Prosecutions, Appeals and Revisions
5+2
5.2 Advance Tax, TDS, Advance Rulings, Avoidance of Double
Taxation Agreements.
5.3 Implications of double taxation avoidance agreements.
Suggested Readings:
1. R. N. Lakhotia, and S. Lakhatia, Corporate Tax Planning Hand Book, 5th ed. Orient, 2006.
2. E. A. Srinivas, Hand Book of Corporate Tax Planning, 2nd ed. State Mutual Book & Periodical
Service, USSR, 1989.
3. V. K. Singhania, and M. Singhania, Students Guide to Income Tax, Taxmann, 2005.
4. B.B. Goenka, Corporate Taxation – Planning & Management, Shree Mahaveer Book, 1986.
5. G.K. Ahuja, and R. Gupta, Systematic Approach to Income Tax, 33rd ed. Bharat Law House, 2015.
LEARNING OUTCOMES
1 Understand key concepts of corporate taxation and tax planning in corporate

decision-making process
2 Acquire knowledge of principles of taxation, its ethical constraints and analyse the
impact of taxation on businesses
MB80 PROJECT RISK S3 Working Elective Course 3

03/0405 EVALUATION AND
MANAGEMENT
Course Objective
1. To introduce the students to a blend of contemporary academic theory and techniques to

provide crucial insights and practical tools in managing projects, portfolios and complex
systems.
2. To empower the students to Conduct project planning activities that accurately forecast
project costs, timelines, and quality. Implement processes for successful resource,
communication, and risk and change management
84
No.
LT (Indicative)
1. PROJECT RISK EVALUATION AND MANAGEMENT

1.1 Project Risk Evaluation and Management (PRAM) : Definitions,
Background to project risk management
4 +2
1.2 Hard benefits of project risk management, Soft benefits of project
risk management; Threats to effective risk management: Risk as
threat and opportunity
1.3 Different phases of the PRAM process: Identification of project
objectives, scope, stakeholders and success criteria.
1.4 Application of project management tools and packages. Lab
exercises
2. RISK ASSESSMENT
2.1 Risk Assessment: Identification of risks, Assess risks qualitatively
and quantitatively
2.2 Selection of appropriate risk response strategies dependent on
importance of the risk event and cost benefit of the response(Cost
benefit analysis means the total cost of applying a response (including 3+3
direct cost and the expected value of any secondary risk) against the
benefit of the expected reduction in the expected value of the risk
3. RISK REDUCTION
3.1 Control of the risk - risk management plan, risk register, risk
analysis, risk status reports, risk reviews, lessons learnt
3.2 Project contingency or management reserve; risk allocation; risk
responses
3 +2
3.3 Human factors in risk management: Potential biasing effect of the
triple strand of influences on risk attitude (and therefore judgment in
risky situations).
4. RISK MANAGEMENT AND ASSESSMENT TECHNIQUES

4.1 Introducing risk management into an organization
4.2 Getting and maintaining buy-in to risk management; Uses and
benefits of different risk identification techniques
4+2
4.3 Uses and benefits of different qualitative risk assessment
techniques
5. RISK VALUATION
5.1 Risk breakdown structures; Uses and benefits of different
quantitative risk assessment techniques: Monte Carlo, Decision trees,
85
Sensitivity analysis, Expected value
5.2 Use of probability distributions specific to Monte Carlo:
Triangular, Uniform, Beta, Discrete, Correlation, criticality index,
cruciality; Net present value and internal rate of return
5.3 Uses of different techniques for responding to risks, Simulation
exercises.
5+2
Suggested Readings:
1. C.Chapman, and S. Ward, Project Risk Management: Processes, Techniques and Insights, 2nd ed:
John Wiley and Sons Ltd, 2003.
2. D. A. Hillson and R. Murray-Webster, Understanding and Managing Risk Attitude 2nd ed. Gower
Publications Ltd, 2007.
LEARNING OUTCOMES
1. Explain and illustrate the nature of risk and its impact on the project environment
2. Define, explain and illustrate the limitations of a risk management tool and techniques
3. Estimate the quality of a project risk management framework in real-life scenarios
4. Ability to apply a risk management tool set
MB80 BEHAVIORAL S4 Working Elective Course 3

03/0406 FINANCE
Course Objective
1 To gain knowledge about how individuals makes financial decisions
2 To improve financial decision making themselves and others
3 To help students identify persistent or systematic behavioral factors that influence

investment behavior

No.
LT (Indicative)
1. INTRODUCTION TO BEHAVIORAL FINANCE

1.1 History of Behavioral Finance,
1.2 EMH and Prospect theory 6+ 2
86
1.3 Behavioral Finance Micro versus Behavioral Finance Macro
1.4 Fundamental anomalies
1.5 Rational Economic Man versus Behaviorally Biased Man
Standard finance theory Vs Behavioral finance.
2. INVESTOR BEHAVIOR AND ASSET ALLOCATION

PROCESS
2.1 Risk tolerance of individual investor.
2.2 Identification behavioral biases of individual Investors,
2.3 How to apply bias diagnoses when structuring asset allocations
4+3
2.4 Quantitative guidelines for incorporating behavioral finance in
asset allocation
3. INVESTOR BIASES –OVERCONFIDENCE

3.1Overconfidence and individual investors.
3.2 Factors affecting investors’ overconfidence. Impact of
overconfidence bias
3.3Methods to identify overconfidence bias
4+2
3.4 Overconfidence and professional investors
3.5 Emotions and investment decisions
4. INVESTOR BIASES
4.1 Representativeness, Anchoring and adjustments
4.2 Cognitive Dissonance Bias, Self attribution bias , illusion of
control bias ,Mental accounting bias , Confirmation bias
4+2
Familiarity and representativeness
5. PRACTICAL APPLICATION OF BEHAVIORAL FINANCE 5+2

5.1 Gender, Personality Type, and Investor Behavior
5.2 Investor Personality Types
5.3 Social interaction
5.3 Behavioral biases and corporate decision-making
5.5 Wealth management and behavioral finance
Suggested Readings:
1. Forbes, W. (2009), Behavioural Finance, 1st edition, John Wiley, ISBN: 9780470028049
2. Ackert, L. and Deaves, R. (2010), Behavioral Finance: Psychology, Decision-Making, and
Markets, 1st edition, South-Western, ISBN: 0538752866.
3. Baker, K. and Nofsinger, J. (2010), Behavioral Finance: Investors, Corporations, and
Markets, John Wiley, ISBN: 9780470499115.
4. Montier, J. (2010), Behavioural Finance, John Wiley, ISBN: 9780470844876.
87
5. Behavioral Finance: Understanding the Social, Cognitive, and Economic Debates, by Burton
and Shah Beyond Greed and Fear:
6. Understanding Behavioral Finance and the Psychology of Investing, by Shefrin
7. Pompian, Michael M. 2006. Behavioral Finance and Wealth Management. Wiley: New
Jersey. ISBN: 0-471-74517-0.
LEARNING OUTCOMES
1. Describe the differences between a behavioral finance perspective and a traditional

finance perspective.
2. Analyze factors behind a particular behavior of an investor
3. Analyze and interpret the reasons for different biases of investors
4. Develop a wealth management plans to investors based on behavior analysis
Course Code Course Title Semester & Level Type of Course & No.
of Knowledge of Credits
MB80 INTERNATIONAL FINANCE S4 Working Elective Course 3

03/0407 & FOREX MANAGEMENT
Course Objective
1. To understand the significance of International Financial Management and operational

aspects of foreign exchange markets.
2. To develop knowledge, capability, and skills necessary for making sound investment and
financial decisions for a multinational firm
3. To define and measure Forex Risks and to identify risk management strategies.

No.
LT (Indicative)
INTERNATIONAL FINANCIAL ENVIRONMENT &

INTERNATIONAL SOURCES OF FINANCE
1.1 Overview of international economic institutions
1 5 +2
1.2 Regional economic integrations
1.3 Bond financing – Loan financing – Securitized financing – Equity
financing
INTERNATIONAL FINANCIAL MARKET

2.1Creation of Euro – Euro Currency Market European Monetary
System
2.2Basic concept of International Monetary market
88
2 International money market instruments
2.3 Forex Market – Spot Market - Future & Option market 3+3
International Stock Markets and Bond Markets
INTERNATIONAL INVESTMENT AND FINANCING

DECISIONS
3.1 International Capital Budgeting - Foreign Direct Investment and
cross border acquisitions, International Portfolio Investment.
3 International project appraisal.
3.2 International Financing Decisions: Financial Choices for an MNC, 4+2
Capital and Money Market Instruments.
FOREX MANAGEMENT
4.1Origin and concept of Foreign Exchange – Difference between
fixed and floating rate – Exchange rate movements
4.2 Factors influence exchange rate – Purchasing power parity – Real
4 4+ 2
interest parity– parities conditions and managerial implication
4.3Forecasting Exchange rates- Time sources forecasting model –
International Fisher’s effect
CURRENCY DERIVATIVES
5.1 Forex transactions and derivatives instruments traded in Forex
market such as Forward, Future, Swaps and Option (Currency Future
5
market and Currency Options market)
5.2 Managing financial risk with derivatives, corporate governance
and ethical business strategy.
5+2
Suggested Readings:
1. International Financial Management – Cheol Eun & Bruce Resnik –Mc Graw-Hill
2. International Financial Management –PG Apte-Tata McGraw Hill
3. Shapiro A C, Multinational financial management – PHI, New Delhi
4. Buckley Adrian Multinational finance – PHI, New Delhi
5. Levi D, Maurice, International finance – Routledge
6. Krugman Paul R, Obstfeld, Maurice and melitz marc, International economics – Pearson
India
89
LEARNING OUTCOMES
1 The participants will be able to understand economic concepts used for managerial
decision making
2 The participants will get basic insights into demand and supply side of markets
3 At the end of this course, the participants will get conceptual clarity and logical
aspects of economic behavior of individuals, firms and markets.
4 The participants will be able to understand economic concepts used for managerial
decision making
Course Code Course Title Semester & Level Type of Course & No.
of Knowledge of Credits
MB80 MANAGEMENT OF S4 Working Elective Course 3

03/0408 FINANCIAL SERVICES
Course Objective
1 To give an appreciation and understanding of the fundamentals of financial services

industry in India
2 To give an insight into the impact of financial services industry in the overall financial
system.

No.
LT (Indicative)
BASIC THEORETICAL FRAMEWORK

1.1 Indian Financial System- structure of financial system- financial
market-financial institutions-financial instruments- financial
1. 6 +2
services- intermediaries
1.2 Financial services Industry-emergence and developments-
financial innovation
1.3 Current scenario and challenges in the financial services sector in
India.
FEE BASED FINANCIAL SERVICES

2.1 Merchant Banking-functions and role of merchant bankers- SEBI
guidelines on merchant bankers- Merchant Banking in India
2.2 Credit Rating- Concept- process of Credit rating- Credit rating
2.
agencies in India
3+3
2.3 Securitization of debt/assets- parties to securitization transaction-
process -mechanism- securitization in India
90
FUND BASED FINANCIAL SERVICE
3.1 Mutual Funds-concept- growth- types-product/scheme-functions
of AMC-regulations regarding mutual funds-mutual fund industry in
India
3.
3.2 Venture Capital- Dimensions- scope- stages of venture capital
financing- Guidelines for venture capital companies in India. 4+2
FUND BASED FINANCIAL SERVICE

4.1 Factoring mechanism-Types- functions- forfeiting – difference
between factoring and forfeiting- Bill discounting
4.2 leasing – types of lease – regulatory framework of leasing in India
4. 5+ 2
( Theory only)
3.4 Hire Purchase - legal framework- difference between leasing and
hire purchase.
INSURANCE SERVICES
5.1 Concept of insurance- principles- objectives- structure if insurance
industry
5.
5.2 Types of Insurance- classification of policies
5+2
5.3 Regulation of insurance service – IRDA- role and functions
5.4 Recent Trends in Insurance Business
Suggested Readings:
1. Khan .M.Y. Financial Services, TATA MCGRAW Hill Publishing Co. ltd. New Delhi
2. Albert. J. Fredman, Russwiles , How Mutual fund works, Prentice Hall of India pvt Ltd, New
Delhi.
3. Shanmugham. R. Financial Services , Wiley India Pvt Ltd., New Dehi , India
4. Pandey I.M. , Venture Capital in Indian experience, Prentice Hall of India Pvt. Ltd, New
Delhi.
5. Varshney.P.N., Mittal D.K. Indian Financial System, Sulthan Chand & Sons, New Delhi
91
LEARNING OUTCOMES
1. Understand the role and function of the financial system in reference to the macro
economy.
2. Demonstrate an awareness of the current structure and regulation of the Indian

financial services sector.
3. Evaluate and create strategies to promote financial products and services.
MB80 RURAL ECONOMY & S4 Working Elective Course 3

03/0409 MICRO FINANCE
Course Objective
1 To understand the role and significance of microfinance in rural development
2 To gain knowledge on rural financial services in India
3 To learn microfinance in a broader way

No.
LT (Indicative)
INDIAN RURAL ECONOMY

1.1 Characteristics of Indian Rural Economy—Rural Development in
India, Phases and Approaches of rural development in India.
7 +2
1.2 Social sector development—Poverty and Unemployment, Health
1
and Nutrition, Education and Literacy-Role of women in social
development.
1.3 Rural development policy of the government since 1947—Impact
of economic reforms.
RURAL FINANCIAL INSTITUTIONS

2.1Rural financial services in India—Role of RBI and NABARD in
the rural economy, Rural credit institutions-Role of indigenous
bankers, Grameen Banks, scheduled banks, foreign banks.
2
2.2 Role of communication and technologies—Subsidy linked
programmes of the government. 3+3
2.3 Economic Theories for rural development.
MICRO FINANCE –FUNDAMENTALS AND EVOLUTION

3.1 Micro finance as a development strategy and industry- Salient
features of micro finance.
3.2 Evolution of micro finance-Concepts-Approaches and Financial
92
3 inclusion.
3.3 Models of micro finance operating in India-Legal and Regulatory 4+2
compliance in micro finance.
3.4 Role of ethics in micro finance.
MICRO FINANCE AND MICRO CREDIT

4.1 Intermediaries for micro finance in India-Micro credit-Importance
and Limitations.
4
4.2Micro finance and Microcredit-Micro finance products.
4+2
4.3Role of self-help groups-Micro finance and Women
empowerment.
4.4 Impact of micro finance activities on rural development.
FINANCIAL EVALUATION OF MICRO FINANCE

INSTITUTIONS
5.1 Financial Statement Analysis of Micro finance institutions in
5 5+2
India.
5.2 Analysis of financial performance Ratios.
5.3 Benchmarking and Rating Micro finance institutions.
5.4 Illustrations on financial performance of Micro finance
institutions.
Suggested Readings:
1. Bandyopadhyay S.C ,Rural Banking.
2. Beatriz and Jonathan, The Economics Of Micro finance, Prentice Hall of India.
3. Indian Institute of Banking and Finance, Microfinance: Perspectives and Operations,
Macmillan India Ltd., 2011.
4. 2.Datt,Sundaram,IndianEconomy,S.Chand&Sons,
5. K.C. Shekhar & Lakshmi Shekhar - Banking Theory & Practice, Vikas Publishing House
Pvt. Ltd.
LEARNING OUTCOMES
1. Participants will be familiar with the Indian rural economy, its features and
development.
2. Participants will be able to comprehend the concept of micro finance in detail,

financial inclusion and also the role of women in social development.
3. The course thus makes the participants fully aware about the role of Indian banking
sector in rural development and also provides an insight into the performance of
micro finance institutions in India.
93
MB80 STRATEGIC S4 Working Elective Course 3

03/0410 FINANCIAL
MANAGEMENT
Course Objective
1. To acquaint the students with concepts of Financial management from strategic

perspective.
2. To familiarize various Techniques and Models of Strategic Financial Management.

No.
LT (Indicative)
UNDERSTANDING FINANCIAL STRATEGY

1.1 Link between financial policy and strategic planning
1.2 Objectives and goals of strategic planning process, Components 2+ 2
of financial strategy,
1.
1.3 Investment decisions under risk and uncertainty
1.4 Techniques of investment decision: Risk adjusted discount rate
1.5 Statistical methods and sensitivity analysis
CORPORATE FINANCIAL STRATEGY

1.6 Corporate strategy and high technology investments; Concept
2. and guidelines of Project and corporate evaluation.
1.7 Venture Capital: Concept and developments in India, Process
and methods of financing. 3+3
FINANCIAL RESTRUCTURING
3.1 Leasing: Meaning, importance and types, Evaluation of lease
from the point of view of lesser and lessee, Lessee verses buy
decision
3.2 Expansion and financial restructuring: Mergers and acquisitions
3. 4+2
3.3 Corporate Restructuring, Expansion strategy, Cost-benefit
analysis
3.4 Evaluation of Merger proposals.
FINANCING STRATEGIES
4.1 Introduction to Financing Strategy
4.2 Hybrid securities namely convertible and non-convertible
securities
4. 4+2
4.3Deep discount bounds, Secured premium notes, preference shares
94
4.4 Option financing warrants, convertibles and Exchangeable bonds.
FINANCIAL STRATEGIES
5.1 Corporate strategy, Financial policy and shareholder value
creation
5.2 Linkage between corporate strategy and financial strategy,
Implications of Capital budgeting
5.3 Capital structure and dividend policy on Corporate strategy
5.
5.4 Shareholder value creation
5.5 Managing financial risk with derivatives, corporate governance
and ethical business strategy. 5+2
Suggested Readings:
1. W. C. Kester, R. S. Ruback, and P. Tufano, Case Problems in Finance, 12th ed. Tata McGraw Hill,
2007.
2. D. Hillier, M. Grinblatt, and S. Titman, Financial Markets and Corporate Strategy, 2nd ed.
McGraw Hill, USA, 2012.
3. R. A. Braeley, S. C. Myers, and F. Allen, Principles of Corporate Finance, 9th ed. McGraw Hill,
USA, 2008.
4. Weaver Samuel, C., and Weston J. Fred. "Strategic Corporate Finance" 2nd ed, South Western
(Cengage Learning), New Delhi (2009)
LEARNING OUTCOMES
1. Develop skills in strategic management of financial assets and an understanding on

various strategic financial decisions and corporate risks
2. Ability to understand the economic environment in which financial instruments

operate and employ theoretical valuation methods to price the financial instruments
3. Understand management of corporate capital structure, capital budgeting and

resource allocation and to evaluate corporate projects
4. Acquire knowledge of good financial practice, ethical, social and professional

responsibility in corporate investment decision-making and risk management.
95
MARKETING ELECTIVES
Course Code Course Title Semester &Level of Type of Course& No. of

Knowledge Credits
MB81 SALES MANAGEMENT S3 Working Elective Course 3

03/0401
Course Objective
1. To Develop an Understanding and Appreciation of the Sales Process in Organisations
2. To Provide practical insights into Personal Selling Process and its Managerial Aspects
3. To Provide Insights into Sales Administration
4. To Provide Skills related to Selling of different Goods and Services

No.
LT (Indicative)
1. UNDERSTANDING SERVICES
1.1 Role of Sales Management in Organisations
1.2 Marketing Strategy Development and Sales Management 4+2
1.3 Personal Selling and Salesmanship – Objectives & Importance of
Personal Selling
1.4 Types of Selling
1.5 Qualities of Winning Sales Professionals – Physical, Mental,
Social and Character Traits
2. THEORIES OF SELLING AND PERSONAL SELLING

PROCESS
2.1 AIDA – Buying Formula Theory – Behavioural Equation Theory
2.2 Personal Selling Process – Prospecting – Objectives, Sources &
Methods – Lead Generation, Getting Appointment
2+2
2.3 Pre-Approach – Sales Planning, Customer Need Discovery &
Analysis – Approach – Sales Presentation / Demonstration
2.4 Handling Objections – Closing the Sale
2.5 Follow Up After Sales
3. PERSONAL SELLING SKILLS

3.1 Negotiation – Communication – Listening Skills
3.2 Presentation & Demonstration Skills
3.3 Body Language – Space, Moments, Eye Contacts & Postures
3.4 Follow-up Calls – Writing Effective Sales Letters, E-Mail, SMS 4+2
3.5 Cold Call Mechanism
96
3.6 Positive Mental Attitude (PMA) – Goal Setting – Effective
Dressing – Managing Self and Time
4. SALES ADMINISTRATION
4.1 Objectives & Types of Quotas
4.2 Quota Setting Procedure
4.2 Administering the Quota System – Sales Team Formation 4+2
4.3 Designing Sales Territories & Allocating Sales Efforts to Sales
Territories
5. PERSONAL SELLING – APPLICATIONS & SITUATIONS

5.1 Selling of Services – Financial Services, IT,
Telecommunications, Advertising, Education (Coaching &
Institutions)
5.2 Selling of Consumer Goods – Convenience, Shopping &
Specialty Goods
5.3 Selling of Industrial Products –Raw Material, Capital Goods,
Component Parts, Supplies
5.4 Selling in Rural Markets – Selling High and Low Involvement
5+3
Products
5.5 Corporate Sales – Selling to Government – Selling to Agencies
(The Application of Sales theoretical frame is intended in this

Module. Short Internship & Sessions by Professionals are
recommended for this Module )
Suggested Readings:
1. Charles M. Futrell – Fundamentals of Selling – Tata McGraw Hill
2. Charles M. Futrell – A B C s of Selling – AITBS, New Delhi
3. Kapoor R. – Fundamentals of Sales Management – MacMillan India
4. Richard R. Still, Edward W. Cundiff and Norman A.P. Govani - Sales Management: Decision
Strategy and Cases – Pearson Education
5. Roy Chitwood – World Class Selling – Jaico Publishing House
6. Julian Clay – Successful Selling Solutions – Viva Books (P) Ltd.
7. Tom Reilly – Value Added Selling – TMGH
8. Howard Stevens – Achieving Sales Excellence – Viva Books (P) Ltd.
9. Stephen Schiffman – Powerful Sales Presentations – Adams Media Corporation
10. Journal of Personal Selling and Sales Management
11. Raiffa H. Cambridge – The Art and Science of Negotiation – Belknap / Harvard Press
12. Pawline Rowson – Successful Sales: Get Brilliant Results Fast – Viva Books (P) Ltd.
97
LEARNING OUTCOMES
1. The Participants will get Working Level Insights into the Art and Science of Selling
2. The Participants will understand the Intricacies of Personal Selling Process
3. At the end of this course Participants are expected to gain Insights into Selling of
different types of Goods and Services

Knowledge Credits
MB81 RETAIL BUSINESS S3 Working Elective Course 3

03/0402 MANAGEMENT
Course Objective
1. To Introduce Concepts and Practices in Retail Business Management
2. Demonstrate an Understanding of how Retailers develop a Retail Mix to build a

Sustainable Competitive Advantage
3. To sensitize the participants about store management perspectives

No.
LT (Indicative)
1. THE RETAIL FUNCTION

1.1 Introduction to Retailing – Role of Retailing
1.2 Organised vs Unorganised Retailing – Classification of Retail
Stores – Growth of Retail Formats – Observation Study on Mall
Management (Mall Visit Required) – Retail Life Cycle
4+3
1.3 An Overview of Retail Industry in India – Problems & Prospects
of Retailing in India
1.4 Multi-Channel Retailing – Franchising – Non-Store Retailing
Indian Scenario
1.5 Functions of Retailing
2 UNDERSTANDING RETAIL CONSUMERS & STORE

FORMATS
2.1 Factors Influencing Retail Shopper
2.2 Types of Retail Stores
4+3
2.3 Factors affecting Retail Location – Location Analysis -
2.4 Store Positioning – Store Design & Visual Merchandising
2.5 Retail Image Mix – Retail Space Mix – Floor Space Management
98
– Store Layout – Display
3 RETAIL PRICING AND PROMOTION

3.1 Retail Pricing – Pricing Policies –Factors Influencing Pricing –
Elements of Retail Price
3.2 Price Sensitivity and Mark Down Policy
4+2
3.3 Retail Pricing Strategies – Every Day Low Pricing (EDLP) –
Discussion on Retail Pricing Strategies of Major Retail Groups in
India – Case Studies
3.4 Retail Sales Promotion Strategies
4 STORE OPERATIONS AND RETAIL STRATEGY

4.1 SCM – Supplier Relations – Merchandise Buying & Management
4.2 Logistics in Retailing – Warehousing – Inventory Control
4.3Franchisee Operations – International Retailing 4+2
4.4Vendor Relations
4.5Strategic Retail Planning Process
5 TECHNOLOGY AND RETAIL DECISIONS

5.1 Integrated Systems & Networking - EDI
5.2 Bar Coding – RFID – Its Applications in Retailing 2+2
5.3 Electronic Retailing – Role of Online Retailing
5.4 Retail Finance – Retail Statutory Obligations
5.5 Consumerism & Ethics in Retailing
Suggested Readings:
1. Chetan Bajaj, Rajnish Thuli, Nidhi Varma Srivastava – Retail Management – Oxford
Publishing, India
2. Michael Levy, Barton Weitz, Retail Management, McGraw Hill
3. Barman, Evans &Mathur – Retail Management- A Strategic Approach, Pearson
Publications
4. David Gilbert – Retailing Management – Pearson Education
5. K.V.S. Madaan – Fundamentals of Retailing – Tata McGraw Hill
6. Berman B., Evans J.R. –Retail Management – Pearson Education
7. Newman A.J. & Kullen P. – Retailing: Environment & Operations – Vikas Publishing
99
LEARNING OUTCOMES
1. At the end of this Course, the Participants will get basic insights into the Nuances of
Retailing, its Concepts and Framework
2. The Participants will understand the Managerial aspects of Retail function
3. The Participants will also get basic knowledge about Store design, Layout and
Merchandising

Knowledge Credits
MB81 SERVICES S3 Working Elective Course 3

03/0403 MARKETING
Course Objective
1. To provide key insights and working knowledge to participants in marketing of services
2. To provide the conceptual frame of services marketing
3. To discuss marketing practices in key service industries

No.
LT (Indicative)
1. UNDERSTANDING SERVICES
1.1 Services Marketing – Characteristics – Tangibility Spectrum
1.2 Classification of Services 3+2
1.3 Services – Contribution to GDP – Generation of Jobs –
Competitive Advantage
1.4 Services – Distinct Marketing Challenges
2. BUYER BEHAVIOUR & SELECTING SERVICE MARKETS

2.1 Three Stage Model of Service Consumption – Pre-Purchase Stage,
Service Encounter Stage, Post-Encounter Stage
2.2 Customer Expectations & Zone of Tolerance – Determinants of
Customer Expectations
3+3
2.3 Customer Driven Services Marketing Strategies – Customer,
Competitor, and Company Analysis
2.4 Managing Demand & Capacity
2.5 Segmentation Targeting & Positioning (STP) in Services
100
3. ELEMENTS OF SERVICES MARKETING MIX
3.1 Inadequacy of 4Ps – Extended Services Marketing Mix
3.2 Creating Service Products - The Flower of Service – Service
Product Development – Role of Customer in Value Creation
3.3 Branding of Services – New Service Development – Hierarchy of
4+2
New Service Categories
3.4 Distributing Services through Physical & Electronic Channels
3.5 Pricing of Services – Cost, Value & Competition Based Pricing
3.6 Service Marketing Communications – Process – Services
Marketing Communication Mix
4. SERVICES MARKETING MIX AND SERVICE QUALITY

4.1 Process in Services – Service Blueprint
4.2 Crafting Service Environment – The Servicescape Model –
Dimensions of Service Environment
4+2
4.3 Managing People for Service Advantage – Cycle of Failure,
Mediocrity & Success
4.4 Developing Customer Relationships – Wheel of Loyalty –
Service Recovery
4.5 Service Quality – Measuring Service Quality – GAPS Model –
SERVQUAL Model – Measuring & Improving Service
Productivity
5. APPLICATION OF SERVICES MARKETING FRAME TO

SERVICE INDUSTRIES
5.1 Marketing of Tourism, Travel & Transportation Services
5.2 Marketing of Financial Services – Banking, Insurance, Mutual
Funds
5.3 Communication & Information Services – Telecom, Postal,
Courier, Cable TV Services
5.4 Marketing of Professional Services – Healthcare, Consultancy, IT,
Promotion 5+2
5.5 Marketing of Educational Services – Charity & Social Services
Marketing
(The Application of services marketing theoretical frame is intended

in this Module. Fieldwork and other Group Activities are strongly
recommended for continual evaluation)
Suggested Readings:
1. Christopher Lovelock, Jochen Wirtz, Jayanta Chatterjee – Services Marketing: People
Technology Strategy – Pearson 8e
2. Harsh V. Varma – Services Marketing – Text & Cases – 2nd Ed. – Pearson
101
3. Marie J. Bitner, Valarie A. Zeithaml – Services Marketing – Tata McGraw Hill
4. Helen Woodruffe – Services Marketing – MacMillan
5. Adrian Payne – The Essence of Services Marketing – Prentice Hall India
6. Ravi Shankar – Services Marketing: The Indian Perspective – Excel Books, New Delhi
7. Govind Apte – Services Marketing – Oxford University Press
8. Rampal M.K. & Gupta S.L. – Services Marketing – Galgotia Publications, New Delhi
9. Journal of Services Marketing – ISSN 0887-6045 – Emerald Publishing
10. Baron S & Harrisk – Services Marketing: Text and Cases– Palgrave
LEARNING OUTCOMES
1. The Participants will understand the Role and Importance of Services Sector and the
intricacies in Marketing of Services
2. The Participants will get basic insights into the framework of Services Marketing and
how to apply the concepts in Practice
3. At the end of this course Participants are expected to acquire insights into Marketing
of Services in different Industries

Knowledge Credits
MB81 DIGITAL AND SOCIAL S3 Basic Elective Course 3

03/0404 MEDIA MARKETING
Course Objective
1. To introduce Key Concepts of Digital Marketing
2. To develop Essential Skills related to Digital Marketing Platforms
3. To enable the Participants to use New Media such as Search Engine and Social
Networking in Marketing

No.
LT (Indicative)
1. DIGITAL MARKETING CONCEPTS

1.1 Understand the term Digital Marketing – Scope
1.2 Digital Marketing Concepts – Content Marketing, Social Media
Marketing, E-mail Marketing, Mobile Marketing, Affiliate
4+2
Marketing, Search Engine Marketing (SEM), Search Engine
Optimisation (SEO)
1.3 Goals of Digital Marketing
102
1.4 Advantages & Limitations of Digital Marketing
1.5 Understanding a Digital Consumer
2. WEB PRESENCE OPTIONS

2.1 Web Presence Options – Blogs, Information Website, Social
Media, Mobile Site, Mobile Application, E-Commerce Website,
Business Directory
2.2 Web Presence Creation – Steps – Register Website Address,
Website Hosting Service, Build Your Site – Site Design – 3+3
Promote Your Website
2.3 Content Management System (CMS) – Contents of a Website
2.4 Good Practices in Website Content Creation –Audience Focus,
Clarity & Conciseness, Key Words, Branding, Quality of Images
& Videos, Update of Website
2.5 Website Promotion – Methods
3. SOCIAL MEDIA PLATFORMS

3.1 Elements of Social Media Marketing Campaign – Choosing
Platforms for Target Audience – Content Planning & Creation,
Tracking Campaign, Evaluating Campaign Performance
3.2 Social Media Accounts – Types of Profiles: Personal, Business,
Groups, Events 4+3
3.3 Social Media Profile – Social Media Actions - Post, Comment,
Share, Like, Tag, Hashtag
3.4 Social Media Management Services : An Overview
Marketing & Promotion Activities: Video Marketing,
Reviews, Referrals, URL Shortener, Viral
Good Practices in Social Media Marketing
4. ONLINE MARKETING AND PROMOTION

4.1 Search Engine Marketing (SEM) Platforms
4.2 Search and Display on Search Engines – Pricing Models online –
Google Ad Words Analytics – Trends in SEM
4+2
4.3 Types of Online Advertisements - Floating, Pop-up, Video,
Image, Banner, Text.
4.4 E-Mail Marketing Applications
4.5 Mobile Marketing – Uses of Mobile Applications in Marketing -
Advantages, Limitations
5. SEARCH ENGINE OPTIMISATION, ETHICAL ISSUES

5.1 Search Engine Optimisation (SEO) – Basics & Checklist
5.2 Key Words for Optimisation 3+2
5.3 Measuring SEO Impact
5.4 Ethical & Legal Issues in Digital Marketing
103
Suggested Readings:
1. Ted Schadler, Josh Bernoff, and Julie Ask, The Mobile Mind Shift: Engineer Your
Business to Win in the Mobile Moment (ISBN 978-0991361007)
2. Strauss J. and Frost R. – E-Marketing – Pearson Education
3. Deepak Bansal , A Complete Guide To Search Engine Optimization , B.R Publishing
Corporation, 1stEdition, 2009
4. Grienstein and Feinman- E-commerce –Security, Risk Management and Control(TMH,The
Consumer Decision Journey, McKinsey Quarterly, No3, 2009
5. Ramsey – Seven Guidelines for Achieving ROI from Social Media – e-Marketer 2010
6. Godfrey Parkin – Digital Marketing: Strategies for Online Success – New Holland Publishers
Ltd.
7. Damian Ryan, Calvin Jones – Understanding Digital Marketing: Marketing Strategies for
Engaging Digital Generation – Kogan Page, 3rd Edition 2014
8. Alan Charles Worth – Internet Marketing: A Practical Approach – Butterworth-Heinemann
Elsevier
9. The Big Data-Driven Business: How to Use Big Data to Win Customers, Beat
Competitors, and Boost Profits - Russell Glass, Sean Callahan, John Wiley and sonsInc.
LEARNING OUTCOMES
1. After completion of this Course, the students will get basic insights into the
Conceptual framework of Digital Marketing
2. The Participants will understand the Processes involved in Digital Marketing
3. The Participants will get basic skills related to Digital Marketing
Course Code Course Title Semester &Level of Type of Course& No.

MB81 INTEGRATED MARKETING S3 Working Elective Course 3

03/0405 COMMUNICATIONS
Course Objective
1. To ProvidePracticalInsights to Participants on Marketing Communications
2. To Understand the Planning, Implementation, and Evaluation process of Marketing

Communication
3. To Discuss Modern Practices on Promotion with respect to Digital and Online platforms

No.
LT (Indicative)
104
1. INTRODUCTION TO INTEGRATED MARKETING
COMMUNICATIONS
1.1 Marketing Communication: An Integrated Approach – IMC
4+2
Components: Integrated Marketing Communication Mix
1.2 Managing IMC Process: Communication process, Steps involved
in Developing IMC programme
1.3 Organisational Approaches and Barriers to Integration
1.4 Value Addition through IMC
2. ADVERTISING STRATEGIES IN MODERN MARKETING

2.1 Advertising Agency – Choosing An Agency – Criteria for
selecting the agencies and evaluation
2.2 Advertising Objectives
2.3 Advertising Budget – Media Selection
4+2
2.4 Advertising Design – Designing a Message – Copywriting Pros &
Cons of Advertisement
2.5 Discussion on Celebrity Endorsements – Internet Advertisement:
Components, Advantages, Limitations
3. SALES PROMOTION, DIRECT MARKETING & PERSONAL

SELLING
3.1 Consumer Oriented & Trade Oriented Sales Promotion
3.2 Exhibitions and Event Management – Crating Word of Mouth
3.3 Direct Marketing and its Integration with IMC
4+2
3.4 Personal Selling – Publicity & Public Relations (PR) – Promotion
through Customer Relations – Role of Internet in PR
3.5 Database Marketing – Managing Big Data and Promotion
4. MANAGING INTEGRATED MARKETING

COMMUNICATIONS
4.1 Budgeting for Marketing Communication
4.2 Objectives of IMC Campaign - Corporate objective, Marketing
4+2
objective, Sales objective, Communication objective - DAGMAR
Approach
4.3 IMC Measurement – ROI – Measuring Communication
Effectiveness
4.4 Communication Strategy – Creative Strategy – Media Strategy
4.5 Budgeting for MARCOM - Steps in MARCOM Evaluation
5. INTERNATIONAL ADVERTISING, PRMOTIONAL

AGENCIES & ETHICS IN PROMOTION
5.1 International Advertising – Global Environment in Advertising –
Decision Areas in International Advertising
5.2 Advertising Agencies - Sales promotion Agencies – PR Firms &
105
Interactive Agencies 3+3
5.3 Ethics and social responsibility in IMC Campaigns – Ethics in
Advertisement
5.4 Impact of technology on MARCOM
5.5 Future of IMC – Recent Trends
Suggested Readings:
1. Kenneth E. Clow& Donald E. Baack – Integrated Advertising, Promotion & Marketing
Communication 8e–Pearson Education, New Delhi
2. Semenik Richard J. – Promotion & Integrated Marketing Communications – Thomson
3. Batra Myers & Aaker David –Advertising Management – Pearson / Prentice Hall
4. Belch George E & Belch Michael A. – Advertisement and Promotion: An Integrated Marketing
Communication Perspective – Tata McGraw Hill
5. Kruti Shah, Alan D’Souza – Advertising & Promotions: An IMC Perspective – Tata McGraw Hill
6. Journal of Marketing Communications – Taylor& Francis
7. S.A. Chunawalla – Foundation of Advertisement Theory and Practices – Himalaya Publishing
House
8. Don S. – Sales Promotion Essentials – McGraw Hill
LEARNING OUTCOMES
1. The Students will be Equipped with the Practical Elements of Marketing

Communication
2. The Participants will be enabled to understand the Promotion Process through

Integrated Marketing Communications
3. At the end of this Course, the Students may be enabled to handle Integrated
Marketing Communications Elements

MB81 PRODUCT AND BRAND S4Working Elective Course 3

03/0406 MANAGEMENT
Course Objective
1. To highlight the Strategic Role of Product Management in Organisational and

Functional context
2. To provide a framework within which participants will able to understand the

variables that drives the success of Brands
3. To make the students appreciate the various facets of Product and Brand decisions in
106
Organisations
No. of Sessions
No.
1. ROLE OF PRODUCT MANAGEMENT

1.1Product Management as a basis for Marketing Organisation
Structure
1.2 Role of Product Manager – Skills Required for Product
Management
3+2
1.3 Discussion on Product Mix and Product Line Strategies of any
Organisation
1.4 Product Management in Consumer Products and Industrial
Products
2. PRODUCT PLANNING AND STRATEGY

2.1 Methods of Determining Competitors – Managerial Judgment &
Customer based Measures
2.2 Assessment of Competitors’ Current Objectives & Strategies –
Differential Advantage Analysis – Predicting Competitors’ Future
Strategies
2.3 Category Attractiveness Analysis, Competitor Analysis, 4+3
Consumer Analysis
2.4 Developing Product Strategy – Setting Objectives, Selection of
Strategic Alternatives, Differentiation and Positioning
3. NEW PRODUCT DEVELOPMENT

3.1 Categories of New Product –Consumer Adoption Process –
Diffusion of Innovation – Discussion with Recent Illustrations
3.2 Stages in New Product Development
3.3 New Product Success – New Product Failure
3+3
3.4 Product Life Cycle Strategies – Discussion with Case Studies
3.5 Marketing Metrics – Product-market based Metrics
4. BRAND MANAGEMENT DECISIONS

4.1 Strategic Brand Management Process – Concept of Brand Equity
– Sources of Brand Equity
4.2 Four Steps of Brand Building
4+2
4.3 Understand Brand from Customers’ Perspective – Brand
Positioning
4.4 Brand Personality
4.5 Product Vs Corporate Branding
5. GROWING AND SUSTAINING BRAND EQUITY
107
5.1 Brand Extensions – Advantages & Disadvantages
5.2 Reinforcing Brands – Revitalizing Brands
5.3Brand Failures
5.4Co-branding – Celebrity Endorsements
5.5 Discussion on Top Ten Brands in India – Success Story 4+1
Suggested Readings:
1. Lehmann, Winer – Product Management – TMGH
2. U.C. Mathur – Product management, Excel Books, New Delhi, India
3. Anandan C – Product Management – TMGH
4. K S Chandrasekar – Product Management: Text and Cases, Himalaya Publishers
5. Kevin Lane Keller – Strategic Brand Management, Pearson Education, India
6. Chaturvedi M. – New Product Development – Wheeler Publications, New Delhi
7. Aaker David A. – Managing Brand Equity – Free Press, New York
8. Kumar, S. Ramesh – Marketing and Branding: The Indian Scenario – Pearson Education
9. Kapferer Jean Noel – Strategic Brand Management, Kogan Page, New Delhi
10. The Economic Times – Weekly Brand Equity Supplement
Learning Outcomes
1. The participants will be able to understand the Role and Importance of Product
Strategies and Decisions in an Organisation
2. The participants will get basic insights into New Product Development Success and
Failure
3. At the end of this course, the participants will get an overview of Nuances in Brand
Management

MB81 MARKETING ANALYTICS S4Working Elective Course 3

03/0407
Course Objectives
1. To familiarise a student to the processes and technologies that

enable marketers to evaluate the success of their marketing initiatives.
2. To provide conceptual skills to focus on developing marketing strategies and resource allocation
decisions driven by quantitative analysis.

No.
LT (Indicative)
108
1. INTRODUCTION TO MARKETING ANALYTICS
1.1Marketing database analytical process, Data
Collection, Coding, Screening and Purification, Digital Marketing
Measurement Metrics.
1.2Market/Product Analysis Methods; Market Entry and Exit Decisions;
3+ 2
Product Portfolio Models.
2. NEW PRODUCT DECISION MODELS, MARKETING

DECISIONS
2.1Product Design Ratings Based Conjoint models, forecasting the sales
of New Products. Measurement of association ,Covariance
and Correlation , Regression Analysis : Simple and Multiple Regression,
Logistic regression,
2.2Cluster analysis ,Conjoint Design, Multidimensional Scaling , Multiple 4+2
Discriminant Analysis
3. DATA VISUALIZATION, CUSTOMER PROFILING

3.1Data mining, Behavioral predictions & predictive analytics,
3.2 Factor analysis and perceptual mapping , Customer Lifetime Value
Assessment
3.3 Loyalty data and customer Value model and techniques.
4+3
4. ANALYTICS
4.1Text analytics, Search Engine Optimization Campaigns, Google
Analytics, Display
4.2Advertising Analytics. Customer Retention, Cross-Selling, Up- 4+2
selling and optimization. Social
4.3Media Measurement, Social Media Analytics, Retargeting, Content
Marketing. Trust, Privacy,
and Ethics in Marketing Analytics.
5. RESOURCE ALLOCATION
5.1Promotional Analysis Planning promotional budget optimal level of
promotional spending. Price planning measuring price promotion
effects. Advertising
budgeting with a linear response function, estimating nonlinear
response models, Profit Models.
5.2Resource Allocation-Sales Force Allocation Multiplicative Models 4+1
sales force size and allocation.
109
Suggested Readings:
1. Field, Andy (AF) (2012), Discovering Statistics Using R,1st ed., London et al.: Sage
2. Hair, Joseph F. Jr.; Black, William C.; Babin, Barry J. & Anderson, Rolph E. (HBBA)
(2010), Multivariate Data Analysis. A Global Perspective, 7th ed., Upper Saddle River et
al.:Pearson.
3. Stock, James H, Watson, Mark W (2007), Introduction to Econometrics, 2nd ed.,
Boston:Pearson.
4. Banasiewicz, Andrew D., Marketing Database Analytics: Transforming Data for
Competitive Advantage. 2013, Routledge, New York, NY and London, UK
5. Dawn Iacobucci, Marketing Models: Multivariate Statistics and Marketing Analytics
6. Mike Grigsby, Marketing Analytics: A Practical Guide to Real Marketing Science, Kogan
page
7. RajkumarVenkatesan, Cutting Edge Marketing Analytics: Real World Cases and Data Sets
for Hands On Learning, Pearson Education
Learning Outcomes
1. Ability to evaluate the success of Marketing initiatives.
2. Ability to develop marketing strategies with the support of analytics

MB81 CONSUMER BEHAVIOUR S4Working Elective Course 3

03/0408
Course Objective
1. To Sensitize the Participants about the Role and Importance of Consumer Behaviour
in Marketing Process
2. To study the Impact of Environmental and Individual Influences on Buyer Behaviour
3. To Discuss about Consumer Behaviour in Indian Context

No.
LT (Indicative)
1. UNDERSTANDING CONSUMER DECISION MAKING

1.1Relevance of Consumer Behaviour in Marketing Decisions
1.2 Discussion on Factors Determining Consumer Buying Decision –
Illustrations
110
1.3 Consumer Buying Decision Process – 5 Stage Model 3+4
1.4 Buyer Decision Roles – Levels of Consumer Decision Making
1.5 Consumer Decision Models – Howard Sheth Model – Engel.
Kollat & Blackwell Model – Hedonic Consumption Model for
Aesthetic Products
2. INDIVIDUAL DETERMINANTS OF CONSUMER

BEHAVIOUR
2.1 Personality and Self-concept – Role in Purchase Decisions
2.2 Personal Values & Consumption – Modern Trends in Lifestyles
3+3
of Consumer – Indian Scenario
2.3 Role of Memory, Learning, and Perception in Consumer
Behaviour
2.4 Motivation and Consumer behaviour
2.5 Attitudes & Beliefs – Its Impact on Consumer Behaviour
3. SOCIOLOGICAL INFLUENCES ON CONSUMER

BEHAVIOUR
3.1 Culture & Sub-Culture – Its Impact on Consumer Behaviour
4+3
3.2 Promotions & Communication by Marketers based on Culture in
India – Case Studies
3.3 Social Class and its Relevance on Consumer Behaviour
3.4 Discussion on Many Facets of Changing Indian Consumer
4. GROUP INFLUENCES ON CONSUMER BEHAVIOUR

4.1 Reference Groups & Its impact on Consumer Behaviour
4.2 Consumer Relevant Groups – Factors Affecting Group Influence 4+2
4.3 Family Life Cycle and Purchasing Decisions – Role of Family in
Buyer Behaviour – Indian Scenario
5. CONSUMER RIGHTS & INDIAN CONSUMER

5.1 Consumerism – Concept & Evolution
5.2 Consumer Rights in India 3+1
5.3 Recent Trends in Consumer Rights Protection
5.4 Indian Consumer – Demographic and Socio-Economic Behaviour
5.5 Living Standard Measures (LSM)
5.6 Characteristics of Bop Consumers in India
Suggested Readings:
111
1. Schiffman Leon. and Kanuk Leslie Lasar. – Consumer Behaviour – Pearson Education, New
Delhi.
2. RamanujMajumdar, Consumer Behaviour, Prentice Hall of India, New Delhi, 2011
3. Jay D. Lindquist, M. Joseph Sirgy (2009), Consumer Behaviour, Latest Indian Edition,
Cengage Learning
4. Henry Assael – Consumer Behaviour and Marketing Action – Kent Publishing Company
5. Berkman & Gilson – Consumer Behaviour: Concepts & Strategies – Kent Publishing
Company
6. Hawkins, Best and Coney – Consumer Behaviour – Tata McGraw Hill
7. Suja R. Nair – Consumer Behaviour in Indian Perspective – Himalaya Publishing House,
New Delhi
8. Solomon, Michael R., - Consumer Behaviour – Buying, Having and Being – Pearson
Education, New Delhi
9. Batra, Kazmi – Consumer Behaviour – Excel Books
10. S.L. Gupta, Sumithra Pal – Consumer Behaviour: An Indian Perspective – Sultan Chand &
Sons
11. Wikipedia – Hedonic Consumption Model
Learning Outcomes
1. The Participants will understand the Relevance of Consumer Behaviour in Marketing
2. The Participants will have conceptual and practical knowledge on Factors affecting
Buyer Behaviour
3. The Students may understand Indian Scenario on Consumer Behaviour and its
Trends

MB81 AGRICULTURE BUSINESS S4Working Elective Course 3

03/0409 AND RURAL MARKETING
Course Objective
1. To make the Participants understand Agriculture and Rural Marketing System
2. To discuss Agricultural and Rural Marketing Strategies
3. To sensitize the Participants about emerging Rural Markets with Agricultural

Marketing Potential
112
No.
LT (Indicative)
1. UNDERSTANDING AGRICULTURE MARKET

1.1 Agriculture Marketing – Objectives
1.2 Organisations and Functions of Agriculture Marketing in India
1.3 Nature and Scope of Agriculture Marketing in India 3+3
1.4 Methods of Agriculture Marketing
1.5 Scope of Agri based Industries in India
2. RURAL MARKETS
2.1 Rural Markets – Evolution
2.2 Structure of Rural Markets in India
2.3 Rural Environment - Demographic, Physical, Social, Political, 3+3
Economic, Technological – Profile of Rural Consumer
2.4 Consumer Buying behaviour
3. RURAL MARKETING DECISIONS – PRODUCT AND PRICE

3.1 Segmenting, Targeting and Positioning
3.2 Product Decisions – Product and Branding Strategy, Marketing of 3+3
Services
3.3 Pricing Decisions – Challenges, Pricing Strategy in Rural Market
4. RURAL MARKETING DECISIONS – PLACE AND

PROMOTION
4.1 Distribution Decisions – Channel Behaviour, Challenges
3+2
4.2 Distribution Models
4.3 Promotion Decisions – Process, Challenges, Methods, Media
Mix, ICT in Rural Markets
5. FUTURE OF RURAL AND AGRI BUSINESS MARKETING

5.1 Rural Boom- New Opportunities in Rural markets
5.2 Focused Marketing Strategies – Market Research – Inclusive 4+3
Marketing - E-Rural Marketing
5.3 Innovations in Consumer Finance – Innovations in Distribution,
Retailing
Suggested Readings:
1. Kashyap, P., Rural Marketing – Pearson, New Delhi.
2. Krishnamacharyulu C.S. &Ramakrishnan L., Rural Marketing-Text and Cases – Pearson,
New Delhi.
3. Arora R.C., Integrated Rural Development – McGraw Hill, New Delhi
4. Badi&Badi – Rural Marketing – Himalaya Publishing New Delhi
113
5. S.S. Acharya, N.L. Agarwal – Agriculture Marketing in India – Oxford & IBH Publishing
Company Ltd. New Delhi
Learning Outcomes
1. The Participants will understand the Relevance of Agriculture and Rural Marketing
2. The Students may understand the Rural and Agriculture Marketing Strategies
3. The Participants will understand the emerging Rural Markets and how to adapt
Marketing Functions suitable to Rural Consumers

MB81 03/0410 MARKETING RESEARCH S4Basic Elective Course 3
Course Objective
1. To Provide the ParticipantsBasic Insights into Research Process in Marketing
2. To Provide the Participants Basic Skills to conduct Marketing Research
3. To make the Participants aware the Role and Importance of Research in Marketing

No.
LT (Indicative)
1. RESEARCH IN MARKETING
1.1 Marketing Research – Scope of Research in Marketing
1.2 Role of Information in Marketing Decisions 3+2
1.3 Industrial Vs Consumer Marketing Research
1.4 Problem Formulation in Marketing – Translating Discussion
Problem into Research Problem
1.5 How to Prepare a Marketing Research Proposal? (Practical
Exercise)
2. MARKETING RESEARCH PROCESS & RESEARCH DESIGNS

2.1 Steps in Marketing Research Process
2.2 Research Designs – An Overview of Exploratory, Descriptive and
Causal Research Designs in Marketing
4+2
2.3 Qualitative Research – Application of Depth Interviews in
Marketing – How to conduct a Depth Interview (Practical Exercise
Suggested)
2.4 Application of Focus Groups in Marketing
114
3. MARKETING RESEARCH TOOLS
3.1 Longitudinal Studies – Applications of Longitudinal Studies in
Consumer Panels, Retail Shop Audit, Media Audience Tracking
Studies like TRP, Brand Tracking Studies
3.2 Designing Questionnaires and Observation Forms for different
Marketing Research Situations – Consumer Behaviour, Advertising 4+3
Copy Research, Media Research (Readership Surveys), Opinion
Polls, Retail Surveys to understand Market Potential, Channel
Behaviour, Mystery Shopping
3.3 Scale Construction – Specifying Domain, Generating Scale Items,
Number of Scale Points, Odd Number Vs Even Number Options,
Balanced Vs Unbalanced Scales, Verbal & Pictorial Description of
Response Items (Practical Exercises Suggested)
3.4 Scale Purification Process – Deleting Scale items using
Correlation, Face, Content, Construct, Convergent, & Discriminant
Validity (Using SPSS & Excel only)
4. DATA ANALYSIS AND APPLICATIONS

4.1 Conjoint Analysis – Conceptual Basis, Type of Data required, Key
Decision, How to Interpret Output, Applications (Theory only)
4.2 Factor Analysis – Conceptual Basis, Type of Data required,
5+3
Procedure, Factor Naming – Applications (Theory only) Exercises
in SPSS suggested
4.3 Cluster Analysis – Conceptual Basis, Type of Data required,
Procedure, Clustering Methods, Applications (Theory only)
4.4 Multi-Dimensional Scaling & Perceptual Mapping - Conceptual
Basis, Type of Data required, Key Decision, How to Interpret Data,
Applications (Theory only) Practical Exercises suggested using
SPSS
5. APPLICATIONS OF MARKETING RESEARCH

5.1Market Potential Studies – Market Segmentation Studies
5.2New Product Research – Brand Positioning Research – Brand
Perception Research – Brand Equity Research
3+1
5.3Advertising Research – Effectiveness of Promotions – Consumer
Behaviour Research
5.4Pricing Research – Distribution Effectiveness Studies
5.5Customer Satisfaction Studies
Suggested Readings:
1. Naresh K. Malhotra, Marketing Research: An Applied Orientation, TMH, New Delhi
2. Cooper & Schindler, Marketing Research, Concept & Cases, Tata McGraw Hill, India
3. G.C.Beri, Market Research, Pearson Education, New Delhi
4. Zikmund, Babin – Marketing Research – Cengage Learning
5. D.S. Tull & D.I Hawkins – Marketing Research – Prentice Hall of India
115
6. D.J. Luck & R.S. Rubin – Marketing Research - Prentice Hall of India
Learning Outcomes
1. The participants will be able to understand the framework of Marketing Research
2. The participants will get basic insights into Applications of Marketing Research
3. At the end of this course, the participants will get basic knowledge on various tools of
Marketing Research
HR ELECTIVES

MB82 TRAINING AND S3 Working Elective Course 3

03/0401 DEVELOPMENT
Course Objective
1. To provide key insights into the HR function of Training and Development
2. To impart Conceptual base with respect to different types of Training and development
Programmes
3. To discuss Training and Development Practices in Industries

No.
LT (Indicative)
1. TRAINING AND DEVELOPMENT AS HR FUNCTION

1.1 Concept of Training & Development, Importance of Training &
Development in Organizations – Objectives of Training
1.2 Linking Training & Development to Company’s Strategies
1.3 Benefits of Training to Employees and Organisation – Need for
3+2
Development Programmes
1.4 Requisites of Training – Problems of Training
1.5 Learning theories and principles-Learning outcomes-Learning
style- VAK Model-Principles of Learning
2. TRAIINING NEED ASSESSMENT AND ANALYSIS

2.1 Meaning & purpose of Training Need Analysis (TNA)
2.2 Process of training-Training Needs Analysis at different levels-
Organizational Analysis, Requirement Analysis, Individual
3+2
Analysis
116
2.3 Methods used in Training Needs Analysis
2.4 Output of Training Needs Analysis – Motivation for Training –
Trainee Readiness
3. TRAINING AND DEVELOPMENT METHODS

3.1 Overview of Methodologies, Criteria for method selection –
Designing Training Program
3.2 Qualities of a good Trainer, Use of Audio-Visual aids in Training
3.3 Internal Training Vs External Training, Training Methods: On the
Job & Off the Job, Induction training, Cross-Cultural Training,
Team Building Training 4+2
3.4 Development methodologies: Case study, In- basket exercise,
Games, Multiple Management Programs, Action Maze, Role
Play, Experience Learning and Discovery Learning, Sensitivity
Training
4. EVALUATION OF TRAINING AND DEVELOPMENT

PROGRAMMES
4.1 Training Evaluation Process, Reasons for Evaluating Training and
Development, Constraints in Training Evaluation
3+2
4.2Models of Evaluation: Kirkpatrick’s,Kaufman’s, CIRO’S and Philip’s
Models- Methods used for collecting data for Training Evaluation
4.3Cost Benefit Analysis, ROI on Training
5. CAREER DEVELOPMENT
5.1 Human Resource Development Concept- Sub-Systems of
5.2 Human Resource Development, Role of Human Resource
Development Function
5.3 Concept of Career, Career stages, Career Planning and
Development, Need , Steps in Career Planning, Methods of Career
Planning and Development, Career development Actions and
programs, Career Problems & Solutions, guidelines for Career 5+3
Management
5.4 Management Development : Concept, Need and importance of
Management Development, Methods of Management Development -
Models of Management Development – Technology based Training
5.4 Emerging Trends in Training and Development – Case Studies
Suggested Readings:
1. Goldstein Irwin L, Training In Organizations-Needs Assessment, Development &
Evaluation, Wordsworth Publication
2. Lynton & Parekh,Training for Development, Sage Publication
3. Rao TV, Readings in HRD,Oxford & IBH
4. Robert L.Craig, ASTD Training and Development , McGraw Hill Publication
5. Dugan Laird – Approaches to Training and Development – Basic Books
117
LEARNING OUTCOMES
1. The Participants will understand the Role and Importance of Training and
Development as a HR function
2. The Students will understand how to Analyse Training requirements in an

Organisation
3. At the end of this Course, the Participants will get and Overview of different types of
Training and Development programmes

MB82 PERFORMANCE AND S3 Working Elective Course 3

03/0402 TALENT MANAGEMENT
Course Objective
1. To apprise the participants about the importance of Performance Management in

Organizations and impart an understanding of the process of managing performance
toachieve the organization’s current and future objectives.
2. To give insights on how to identify, integrate & retain talent in an organization to

deliver high performance.

No.
LT (Indicative)
1. CONCEPT OF PERFORMANCE MANAGEMENT

1.1 Performance Management: concept & process – Objectives &
importance of Performance Management System in Organizations
1.2 Prerequisites and characteristics of Effective Performance
Management – Organizational, Functional and Individual Key
Result Areas, Key Performance Indicators 3+2
2. PERFORMANC MANAGEMENT SYSTEM

2.1 Performance Management and Performance Appraisal, difference
between Performance Appraisal &Potential Appraisal
2.2 Performance Appraisal Methods: Traditional &Modern Methods,
4+2
Designing Appraisal Forms
2.3 Performance Measurement and Evaluation
2.4 Appraisal Communication: Feedback, Counseling & Coaching –
Performance Linked Reward System
118
3. IMPLEMENTATION AND ISSUES IN PERFORMANCE
MANAEMENT
3.1 Developing Implementing & Maintaining Performance
Management System
3.2 Performance Management Issues – Role of HR Professionals in
Performance Management System 4+2
3.3 Performance Management as a tool for Employee Empowerment
3.4 Technology and E-PMS – Performance Management System
4. TALENT MANAGEMENT
4.1Talent Management: Concept &Approaches, Scope &Objectives
of Talent Management
4.2Talent Identification, Integration & Retention – Consequences of
4+2
Failure in Managing Talent
4.3Tools for Managing Talent, Effective Talent Management System
4.4Building Blocks of Effective Talent Management System in Public
and Private Organizations
5. PRACTICES AND PROCESS OF TALENT MANAGEMENT

5.1Factors and Aspects of Talent Management
5.2Talent Management Process, Stages of Talent Management,
Essentials of Talent Management Process
4+3
5.3Talent Management System, Critical Success Factors to Create
Talent Management System
5.4Talent Management Practices in India – Case Studies
Suggested Readings:
1. Armstrong M & BaronA., Performance Management and Development – Jaico Publishing House,
Mumbai
2. G K Suri, C.S Venkataraman, N K Gupta, Performance Measurement and Management, Excel
Books (P) Ltd.
3. Robert B, Performance Management, McGraw Hill Education India.
4. Berger L.A and Berger D.R – The Talent management handbook – McGraw Hill Education India
LEARNING OUTCOMES
1. The Participants will understand the Conceptual frame of HR Core Function

Performance and Talent Management
2. At the end of this Course, the Participants will get an understanding of Performance
Management Process in Organisations
119
MB82 ORGANISATIONAL S3 Working Elective Course 3

03/0403 CHANGE AND
TRANSFORMATION
Course Objectives
1. To make students understand the meaning of Change and need for Organizational
Change
2. To provide the participants intricacies of Change Management

No.
LT (Indicative)
1. NATURE OF CHANGE
1.1 Necessity for Change, Factors affecting change, Organizational
Factors affected by change, Impact of change on Structure, 3+3
Communicative patterns and human relations
1.2 Human Resources Development (HRD)
2. CHANGE PERSPECTIVES
2.1 Different perspectives related to change; changes as a Strategic
Management tool
2.2Change for internal re-organization; impact of change on Human 4+2
Resources Planning
2.3Global perspectives related to change; quality consciousness as an
emerging catalyst for change
2.4Determinants of Change, Types of change
3. TEAM INERVENTION STRATEGIES

3.1Teams and Groups 4+2
3.2 Team building interventions; Leadership skills for team building
3.3 Sensitivity training (T - groups); Transactional Analysis;
communicating skills and group dynamics
3.4 Developmental Activities based on Simulations, Role plays and
Games
4. ORGANISATIONAL DEVELOPMENT FOR PLANNED

CHANGE
4.1 Organisational Development – Definition, Meaning
4.2 Historical Development and nature of OD
4+2
4.3OD and MD, Diagnosis, Diagnosis Models
4.4OD intervention strategies; - Grid O.D, Liker’s System Training, T-
120
Group/Sensitivity Training, Survey Feedback, Process Consultation 8
5. ORGANISATIONAL TRANSFORMATION
5.1Transaction and transformation; First Degree and Second Degree
Changes
5.2 Transformation Leadership styles; Change cycles; Leadership
patterns and Transformational strategies
4+2
5.3 Resistance to Change; Forces for change-Overcoming Resistance
5.4 Model of Organizational Change; Kurt Lewin Model and Force
Field Analysis,7 Stage models, Burke-Litwin model, Porras and
Robbortson, Kubler roos, Growth model, Kotter Model
Suggested Readings:
1. Wendell L. French, Cecil H. Bell, Jr., Robert A. Zawacki; (2012); Organization Development
& Transformation – Managing Effective Change;4th Edition; Tata McGraw –Hill Publishing
Company Ltd, New Delhi.
2. Cummings & Worley: (2011); Organization Development & Change; 7th Edition; Thomson;
South Western Publication.
3. Gareth R.Jones, ‘Organisational Theory’, Design & Change, Pearson Education.
4. Adrian Thornhill, Phil Lewis, Mike Millmore and Mark Saunders, ‘Managing Change: A
Human Resource Strategy Approach’, Wiley.
5. Robert A Paton, James McCalman, ‘Change Management; A guide to effective
implementation’, Response books
6. Kavita Singh, Organisational Change and Development, Excel Books, 2006
7. Cummings, Thomas G. and Christopher G. Worley, Organisation Development and Change,
Cengage Learning, 2007
8. W Warner Bruke, Organizational Change: Theory and Practice, Sage Publications, 2008
9. Ramnarayan S., T.V. Rao and Kuldeep Singh, Organisation Development Interventions and
Strategies, response Books, New Delhi, 1998
LEARNING OUTCOMES
1. At the end of this Course, the Participants will understand the essence of Change
and the Need for Organisational Change
2. The Participants will also understand the Nuances of Organisational Change and its
Managerial Aspects
121
Course Code Course Title Semester &Level Type of Course& No. of
of Knowledge Credits
MB82 COMPENSATION S3 Working Elective Course 3

03/0404 MANAGEMENT
Course Objective
1. To make the Participants aware about Managerial Aspects of Compensation as part

of HR Functions
2. To Inform the Candidates about Components of Compensation
3. To Discuss about the Laws related to Compensation and Trends in Compensation

No.
LT (Indicative)
1. INTRODUCTION TO COMPENSATION
1.1 Compensation: Concept of Wage and Salary – Factors
Affecting Compensation
1.2 Base and Supplementary Compensation 4+2
1.3 Wage Components –Minimum Wage, Fair Wage, Living Wage
1.4 Wage Theories, Types of Wages: Time Rate, Piece Rate, Debt
Method & Wage Differentials
2. JOB EVALUATION
2.1 Job Evaluation: Nature & Scope –Methods of Job Evaluation,
Computer Aided Job Evaluation
2.2 Industry Compensation Differentials: Concept of Internal Equity
3+2
and External Equity, Pay Surveys, Type of Pay Structures
3. COMPENSATION COMPONENTS
3.1Components of Compensation Package: Fringe Benefits –
Definition, Objectives, Types of Fringe Benefits – Individual and
Group Variable Compensation: Pay for Performance, Pay by
Seniority, Group Piece Rate, Production Sharing Plan, Employee
Stock Ownership
3.2Incentives: Definition, Types of Incentives: Individual Incentives,
Measured Day Work, Piece Work, Standard Hour, Gain Sharing-
Advantages & Disadvantages, Organisation wide Incentives-Scanlon
Plan, Kaiser Plan, Profit Sharing, Non-financial Incentives. 5+2
Allowances – Types, Computation of CPI & Dearness Allowance,
Retirement Benefits, Voluntary Retirement Scheme (VRS), Executive
Compensation – Expatriate Compensation
4. LAWS RELATED TO COMPENSATION
122
4.1Statutory Provisions related to Wages – Social Security Laws: An
Overview
4.2Welfare Legislation: Payment of Bonus Act, Minimum Wages
4+2
Act, Payment of Wages Act, Maternity Benefit Act
4.3Objectives & Scope of Reward System like Wage Boards, Pay on
Central & State Government
5. EMERGING ISSUES AND TRENDS IN COMPENSATION

MANAGEMENT
5.1Components of Pay: Pay Structure for Start-Up Organisations
5.2Pay Restructuring in Mergers and Acquisitions – Alliances and
Turnarounds – Board Room Pay
4+2
5.3Compensation Management in Public, Private and Emerging
Sectors
5.4Emerging Issues in Compensation Management – Futuristic
Trends
Suggested Readings:
1. Belchor, David W. “Compensation Administration”, Prentice Hall, Englewood Cliffs.
2. Milkovich.G; Newman.J and Ratnam, C.S.V, Compensation, Tata McGraw Hill, Special
Indian Edition.
3. Armstrong, M. &Murlis, H. Reward Management: A Handbook of Salary administration,
London: Kegan Paul.
4. Bhattacharya, Compensation Management, Oxford Press.
5. Henderson, R.I. Compensation Management in a Knowledge Based World. New Delhi:
Pearson Education.
LEARNING OUTCOMES
1. The Students will understand the Various Components of Compensation
2. At the end of the Course, the Participants will get Managerial Insights into
Development of Compensation Packages
3. The Participants will also get an overview of Major Labour Legislations related to
Compensation
123
MB82 GLOBAL HUMAN S3 Working Elective Course 3

03/0405 RESOURCES
MANAGEMENT
Course Objective
1. To give exposure to the students to International Human Resource Management
2. To make students understand various issues in Global Human Resource Management

No.
LT (Indicative)
1. INTERNATIONAL HRM
1.1 Defining International Human Resource Management
Difference between International HRM and HRM
1.2Organisational Context of International HRM 4+2
1.3The Path to Global Status
1.4Talent Management, International Talent Management Cycle
2. MANAGING & SUPPORTING INTERNATIONAL

ASSIGNMENTS
2.1Linking International Assignments with Organizational Strategy
2.2Staffing International Operations
3+3
2.3Recruiting and selecting for International Assignments
2.4International Training and Development
2.5The role of Expatriate, Repatriation Process and Career issues
3. KEY AREAS ON INTERNATIONAL HUMAN RESOURCES

3.1Importance of Pre-Departure Training, Developing Staff through
International Assignments
3.2Components of an International Compensation
4+2
3.3Approaches to International Compensation
3.4Performance Management in Multinational Organisations,
Performance Management of International Employees, Appraisal of
International Employees.
4. MANAGING HR IN VIRTUAL ORGANISATIONS

4.1Meaning, Types of virtual organization
4.2Differencebetweentraditional&virtualorganizations – Advantages 3+2
& Disadvantages of Virtual Organisations
124
4.3Featuresof virtualorganization
4.4Managing HR in virtual organization
5. INTERNATIONAL LABOR ORGANIZATION (ILO) AND

INTERNATIONAL LABOR RELATIONS
5.1Trade unions and International HR
5.2The response of Trade unions to multinationals
4+3
5.3Issue of Social Dumping
5.4Impact of Digital Economy - Various Agreements on International
Labor Standards
Suggested Readings:
1. N. Sengupta & Mousumi S. Bhattacharya – International Human Resource Management -
Excel Books
2. Dowling, P.J and Welch, D.E – International Human Resource Management, Cengage
Learning, Thompson.
3. Paul Sparrow., Chris Brewster and Hillary Harris – Globalizing Human Resource
Management. Rout ledge Taylor & Francis Publication.
4. P.L. Rao – International Human Resource Management, Excel Books.
5. International Human Resource Management by K.Aswathappa and Sadhana Dash, Tata
McGraw Hill
LEARNING OUTCOMES
1. The Students will be Exposed to Intricacies of Human Resources Management at the

International Level
2. The Participants will Understand the Problems in Global Human Resources

Management

MB82 MENTORING COACHING S4 Working Elective Course 3

03/0406 AND MANAGEMENT
CONSULTING
Course Objective
1. To give insights into the Art and Science of Mentoring, Coaching and Consulting
2. To make students understand the Process involved in Mentoring and Various types of
Mentoring
125
No. LT (Indicative)
1. MENTORING
1.1Definition ofMentoring; Formal mentoring; Informal
Mentoring – Historicalperspective of Mentoring
1.2Mentor; Protégé;Characteristics of mentor; 4+2
CharacteristicsofMentee
1.3Functions of Mentoring- Career function ,Psychosocial function
and Role Modelling function
2. TYPES OF MENTORING
2.1One-to-onementoring,Mentoringhubs,On-siteMentoring,
Off-site Mentoring
2.2Groupmentoring,Peermentoring,Tele- 3+3
mentoring,Networkmentoring, ReverseMentoring
2.3Phases of Mentoring:Initiation, Cultivation, Separation,
Redefinition
3. POTENTIAL BENEFITS OF MENTORING

3.1Mentoring Benefits for Mentors, Mentees and Organisation
3.2Potential Problems in a Mentoring Relationship
3.3Mentoringmodels-Cyclicalmentoringmodel; 4+2
DoubleMatrixmentoringmodel; TheFlow Model;JennyRogers’s
model;Egan’s Skilled Helpermodel; Hay’s Mentoringmodel
4. COACHING
4.1ExternalCoaching,InternalCoaching;BenefitsofCoaching
4.2CoachingModels-
TheGrowModel,ERRModel,TheJohariWindow
4.3CoachingTools-SDOC 3+2
Tool,EmployingPsychometrictools;Co-
CoachingandTeamCoaching
4.4Differencebetween mentoringandcoaching
5. CONSULTANCY
5.1Whatismanagementconsulting?Consulting
Industry:Overview andchangesahead – Tools & Frameworks
5.2Consulting Process: Contracting,Data gathering/analysisand 4+3
Synthesis/presentations – Life in Consulting – Ethical
5.3Impact of Digital Economy - Various Agreements on International
Labor Standards
126
Suggested Readings:
1. ShirleyPeddy,TheArtofMentoring:Lead,FollowandGetOutofthe Way, BullionBooks
2. BelleRoseRagins, David Clutterbuck,Lisa Matthewman,Mentoring and Diversity,
Taylor&Francis Group,2016
3. David Megginson, David Clutterbuck,.Further Techniques for Coaching and Mentoring,
Routledge, 2010
4. Nadine Klasen, DavidClutterbuck,Implementing Mentoring Schemes, Routledge, 2016
5. TatianaBachkirova, PeterJackson, David Clutterbuck,Coaching and MentoringSupervision:
TheoryandPractice, OpenUniversityPress, 2011
6. PeterBlock, Pfeiffer,Flawless Consulting: AGuideto Getting Your ExpertiseUsed(3rd Edition,
ISBN # 978-0-470-62074-8)
LEARNING OUTCOMES
1. The Participants will get an overview on Mentoring, Coaching and Consultancy
2. At the end of this Course, the Participants may get basic insights into the Nuances of
Mentoring

MB82 INDUSTRIAL RELATIONS S4 Working Elective Course 3

03/0407 AND LABOUR LAWS
Course Objective
1. To providethe Participants Conceptual insights into the domain of Industrial

Relations
2. To discuss various Legislations related to Labour and Industrial Relations in India

No.
LT (Indicative)
1. INDUSTRIAL RELATIONS
1.1Industrial Relations – Meaning – Nature and Various
Approaches to Industrial Relations – Human Relations Approach,
Gandhian Approach, Dunlop’s System Approach
4+2
1.2Unitary, Pluralistic, and Marxist Perspectives of Industrial
Relations
1.3Discussion on Current Industrial Scenario in India – Problems
and Remedies
2. INDUSTRIAL DISPUTES
2.1Industrial Disputes Act 1947: Objects of the Act & Important
127
Definitions
2.2Types of Industrial Disputes – Strikes, Lockouts, Layoff, 3+3
Retrenchments
2.3Reference of Disputes to Boards, Courts, or Tribunals
2.4Procedure for Dispute Resolution
2.5Discussion on Unfair Labour Practices
3. TRADE UNIONS AND PARTICIPATIVE MANAGEMENT

3.1Trade unions: Objectives & Importance
3.2Trade Unions Act 1926- Discussion on Rights &Liabilities of
Registered Trade Unions in India
4+2
3.3Participative Management: Forms &Levels of Participation
3.4Process of Negotiation, Collective Bargaining, Prerequisites of a
Collective Bargaining
3.5Tripartite and Bipartite bodies,Joint Management Council,
Conciliation, Mediation, Arbitration and Adjudication
4. LABOUR LAWS I
4.1The Employees Provident Fund & Miscellaneous Provisions Act
1952: Definitions and schemes: provident fund scheme, pension
scheme, deposit linked insurance scheme
4.2Employees State Insurance Act 1948: Objectives, Definitions:
Personal injury, Factory, Manufacturing process, Wages, Partial 4+3
and Permanent Disablement, Standing Committee &Medical
benefit council, Adjudication of disputes and claims
4.3Payment of Gratuity Act 1972: Definitions: Employee,
employer, continuous service, payment of gratuity, forfeiture of
gratuity, employer’s duty to determine & pay gratuity, recovery of
gratuity, penalties
5. LABOUR LAWS II
5.1Factories Act, 1948: Definitions, Authorities, Health Safety,
Welfare, Provisions related to Hazardous Process, Working hours
for Adults, Employment of Young Persons, Annual Leave with
Wages, Penalties &Procedures. 3+ 2
5.2 Issue of Social Dumping
5.3 Impact of Digital Economy – Various Agreements on
International Labor Standards
Suggested Readings:
1. Venkataratnam C.S., Manoranjan Dhal–Industrial Relations: Textand Cases,
OxfordUniversityPress, New Delhi
2. Sinha P.R.N., Indu Bala Sinha, Seema Priyadarshini Shekhar - Industrial Relations, Trade
Unions and Labour Legislation – Pearson
128
3. Sharma R.C. - Industrial Relations and Labour Legislation - PHI Learning
4. P.SubbaRao– Human Resources Management&IR , S. Chand, NewDelhi.
5. Malik K.L. –IndustrialLawsandLabourLaws,EasternBook Company,Lucknow
6. SrivastavaS.C.–Industrial Relations &LabourLaws, Vikas Publishing House(P)Ltd.
7. Garry Dessler, Biju Varkey - Human Resource Management15th Ed – Pearson
8. Websites: https://labour.gov.in/industrial-relationshttps://iira.webs.com/news.htm
LEARNING OUTCOMES
1. The Participants will get an overview of Industrial Relations Scenario in India
2. The Participants will get basic insights into the Labour Laws in India and the Role of
Trade Unions in Industrial Relations
Course Course Title Semester &Level of Type of

Code Knowledge Course&
No. of
Credits
MB82 COUNSELING SKILLS FOR S4 Working Elective

03/0408 MANAGERS Course 3
Course Objective
1. To Provide a clear understanding about the Concepts, Methods, Techniques and

Issues involved in Counseling as a HR Function
2. To Impart basic skills in Counseling to the Participants
Modul Title & Contents No. of Sessions

e No.
LT (Indicative)
1. INTRODUCTION TO COUNSELING
1.1Meaning, Functions and Type of Counseling
1.2Goalsof Counseling –EmergenceandGrowthof Counseling Services
1.3Approachestocounseling 4+2
1.4Counseling Skills, Verbal & Non- Verbal communication, Listening
Barriers, Counselor Qualities
2. COUNSELING PROCESS
2.1Beginning,DevelopingandTerminatingaCounselingRelationshipandf
ollowup
2.2Counseling Procedures
4+3
2.3The Counseling Environment
2.4Intake, Referral procedures, Guidelines for Effective Counseling
129
3. COUNSELOR’S ATTITUDE AND SKILLS FOR COUNSELORS
3.1Counselors–ClientRelationship–UnderstandingClient’sBehavior–
AssessingClients problems
3+2
3.2CounselingTherapies-Insight Oriented Therapy. Behavior Therapy
4. SELECTING COUNSELING STRATEGIES AND

INTERVENTIONS
4.1Adaptivestrategies–
3+2
ChangingBehaviorthroughCounselingIntheEducationalSettings
4.2Special Areas in Counseling– HandlingSituations of Strikes,
Disputes through Counseling
5. SPECIAL PROBLEMS IN COUNSELING

5.1Need of Counseling Cell in the Organization, Application of
Counseling to Organizational
4+ 3
5.2 Organizational Application of Counseling
5.3 Skills In Change Management : Downsizing, Mentoring and Team
Management, Conflict Resolution.
Suggested Readings:
1. avitaSingh – CounselingSkill forManagers,Pears Education,2007
2. Robert S Feldman– UnderstandingPsychology, McGrawHill, 2007
3. NarayanRaoS.–Counselling&Guidance,TataMcGrewHill,1997
4. JeffreyKotter A. – Counselling Theories and Practices, Cengage Learning, 2011
5. Robert Carson C. – Abnormal Psychology, TataMcGrawHill, 2007
130
LEARNING OUTCOMES
1. The Participants will get an overview on Counseling and its nuances
2. The Participants may gain insights into the Processes and Procedures involved in
Counseling

MB82 HUMAN RESOURCES S4 Working Elective Course 3

03/0409 INFORMATION SYSTEM
Course Objective
1. To learn Fundamental Principles of Human Resource Information System.
2. To Develop specific Human Resource Information System Skills, Competencies needed

by Professionals.

No.
LT (Indicative)
1. INTRODUCTION TO HUMAN RESOURCE INFORMATION

SYSTEM
1.1Evolution of Human Resource Information Systems
1.2TheRole of Information Technology, Database Concepts and
4+2
Applications in Human Resource Information Systems
1.3Systems considerations in the Design of Human Resource
Information Systems, Planning for implementation
2 HUMANRESOURCEINFORMATION SYSTEMNEEDS
2.1 Human Resource Information Systems need Analysis, Systems
Design and Acquisition
2.2 HR Metrics and Workforce Analytics
4+2
2.3 Cost justifying Human Resource Information Systems
Investment.
3 HUMANRESOURCEINFORMATION
SYSTEMIMPLEMENTATION&ACCEPTANCE
3.1 Human Resource Information Systems Project M anagement,
4+2
Change Management
3.2 Implementation, integration and Maintenance of Human
Resource Information Systems
131
4 HUMANRESOURCEINFORMATION SYSTEMS
APPLICATIONS
4.1 Human Resource Administration and Human Resource
Information System
4.2 Talent Management, Job analysis and Human Resource Planning
– Application of Human Resource Information System (HRIS)
4.3 Recruitment and Selection in an Internet Context – Application 4+2
of HRIS
4.4 Training & Development Issues and HRIS Applications
4.5 Performance Management, Compensation, B e n e f i t s , payroll
and Human Resource Information Systems, International HR and
Human Resource Information Systems
5 RECENT TRENDS IN HUMAN RESOURCE INFORMATION

SYSTEM
3+ 3
5.1 Information Security & Privacy in HRIS
5.2 Future of HRIS, Emerging Trends in HRIS, HRIS & Analytics
Suggested Readings:
1.Dr. Michael Kavanagh and Dr. Mohan Thite ,Human Resource Information Systems-Basics,
Application, Future and direction. 11
2.P.K Gupta and Sushil Chhabra ,Human Resource Information System, Himalaya Publishing
3.Gary Dessler , Human Resource Management, Pearson Publication.
4.Michael Armstrong, A Handbook of Human Resource Management Practice, Kogan Page
LEARNING OUTCOMES
1. At the end of this Course, the Students will understand the Intricacies of Human
Resources Information System
2. The Participants will Comprehend the various Applications of Human Resources

Information System in an Organisation

MB82 LEADERSHIP FOR S4 Working Elective Course 3

03/0410 MANAGERIAL
PERFORMANCE
Course Objective
1. To Examine and Analyse various Approaches and Theories of Leadership and its Role in
Managerial Performance
132
2. To Discuss the issues related to Leadership in the context of Management Profession

No.
LT (Indicative)
1. LEADERSHIP CONCEPT
1.1Different views of Leadership –Ways of Conceptualising
Leadership
1.2Trait versus Process Leadership- Assigned versus Emergent
4+2
Leadership
1.3Leadership & Power – Leadership & Coercion
1.4Leadership & Management
2. APPROACHES TO LEADERSHIP
2.1 Trait approach – Five Factor Personality Model and Leadership –
Emotional Intelligence
2.2 Skills Approach to Leadership – Style Approach
4+2
2.3 The Ohio State Studies - The University of Michigan Studies
2.4 Blake and Mouton’s Managerial (Leadership) Grid
2.5 Paternalism/Materialism/ Opportunism – Situational approach
2.6 Psycho Dynamic Approach
3. LEADERSHIP THEORIES
3.1 Contingency Theory – Path-Goal Theory
3.2 Leadership Member Exchange Theory 3+3
3.3 Leadership Styles –Transactional Leadership-Transformational
Leadership -Servant Leadership-Authentic Leadership
4. WOMEN AND LEADERSHIP

4.1 Gender, Leadership Styles and Leadership Effectiveness
4.2 The Glass Ceiling 3+3
4.3 Effect; Empowerment; Discussion on Women Leaders
5. CULTURE AND LEADERSHIP

5.1Leadership Behavior and Dimensions of Culture
5.2Universally Desirable and Undesirable Leadership Attributes 3+ 3
5.3Leadership Ethics- Principles of Ethical Leadership
5.4Heifetz's perspective on Ethical Leadership
5.5Burn’s perspective on Ethical Leadership
133
Suggested Readings:
1. Peter .G. Northouse, Leadership: Theory and Practice , SAGE Publications India Pvt.
Ltd.,2016
2. J.C.Rost, Leadership for the Twenty First Century, Praeger Publishers, New York 1991.
3. J.P.Kotter, A Force for Change: How Leadership Differs from Management , Free Press, New
York,1990
4. Burns J.M, Harper & Row, Leadership, New York.,2012
LEARNING OUTCOMES
1. The Participants will understand about Leadership Approaches and Styles and the
Role of Effective Leadership in Organisations
2. The Participants will be able to comprehend the Issues related to Leadership and the
Status of Women Leadership
OPERATIONS MANAGEMENT ELECTIVES
Course Code Course Title Semester & Level of Type of Course

Knowledge
MB83 SUPPLY CHAIN S3 Working Elective Course 3

03/0401 MANAGEMENT
Course Objective
1. To gain a working understanding of logistics Principles and to expose students to the

basic concepts the language of logistics and supply chain management.
2. To refine applied data analysis skills by analyzing and using supply chain data to
evaluate supply chain performance and to make business decisions
3. To understand current challenges faced by supply chain professionals and to provide

a basis for thinking through these challenges
No. of Sessions
No.
1. INTRODUCTION TO SUPPLY CHAIN MANAGEMENT 3+2

1.1Concept of supply chain.
1.2 Growth of Supply chain
1.3 Function of SCM
1.4 Value chain for Supply Chain Management
134
1.5 Bull Whip Effect: Causes and Solution
1.6 Supply Chain Drivers – Facilities, Inventory, Transportation,
Information, Sourcing, Pricing.
2. SUPPLY CHAIN AND PROCUREMENT 4+3

2.1 Procurement Planning & Implementation. Supplier selection,
vendor management, vendor rating.
2.2 Contract negotiation and management, Strategic sourcing, Out
sourcing Benefits and risks, Global sourcing – Do’s and Don’ts.
2.3 E-Procurement- Types of E-markets, Framework for matching E
Procurement strategies
3. LOGISTICS 4+3
3.1 Theory of Production – Production function
3.2 Logistic management and how it creates value .Logistics
partnerships 3PL, 4PL and emergence of 5 PL.
3.3 Reverse Logistics, Global logistics- Basic concepts .Principles of
warehouse design, type of warehouses, Warehouse design
considerations, Warehouse decisions.
3.4 Role of transportation in a supply chain, Modes of transportation
and its choice, Design options for transportation networks.
4. SUPPLY CHAIN DESIGNING

4.1 Designing Distribution Networks – Role of distribution in supply 4+2
chain. Factors influencing Distribution network design, Design
Options in Distribution network.
4.2 Price & Output Determination under Perfect Competition.
4.3 E business and Distribution networks, Designing supply chain
Network – Design Decision in supply chain network, Factors
influencing network design.
4.4 Risk management in Global supply chains, Practical aspects of
global supply chain design decisions
5. SUPPLY CHAIN TRENDS 2+1

5.1 Virtual supply chains, Green Logistics, Agile – the new lean
supply chain, Closed loop or Cradle to Cradle supply chain, Omni
channel supply chain.
5.2 Technology (IT) Support System for Effective Supply Chain
Decision Making.
5.3 Postponement Strategies in supply Chain.
Suggested Readings:
1. Supply Chain Risk Management, Vulnerability and Resilience in Logistics, Donald Walters
135
2. Manufacturing Operations and Supply Chain Operations, The Lean Approach, David Taylor
and David Brunt
3. Donald J Bowersox, David J Closs, M Bixby Cooper, Supply chain Logistics Management.
4. David Simchi- Levi, Philip Kaminsky, Edith Simchi – Levi, Designing &Managing the
supply chain concepts strategies & Case studies
LEARNING OUTCOMES
1. Acquiring data analysis skills by analyzing and using supply chain data
2. Ability to undertake supply chain designing
MB83 TOTAL QUALITY S3 Working Elective Course 3

03/0402 MANAGEMENT
Course Objective
1. To familiarize the participants concepts and techniques in Total Quality Management
2. To develop skills to use Quality control tools and techniques in solving

quality problems.

No.
LT (Indicative)
1. INTRODUCTION TO QUALITY 3 +2
1.1 Quality Management – Concept, Features, Dimensions of Quality.
1.2 Key elements of total quality, TQM strategies, Customer
satisfaction, Employee Participation.
1.3 Quality Gurus – Deming’s Principles on Total Quality
Management.
1.4 Juran’s Trilogy, Crosby’s principles on Quality Management
2. SEVEN TOOLS OF TQM 4+2+0

2.1 Statistical Quality Control (SQC) Concepts.
2.2 Seven Tools of Analysis –Control Chart, Pareto Diagram, Ishikawa
Diagram, Histogram, Flow Charts, Scatter Diagram, and Stratification
– New Seven Analysis tools.
3. TQM PRACTICES 4+3+0

3.1 Benchmarking - Types, Reasons, Process.
3.2 Quality Function Deployment (QFD) –Benefits, QFD Process,
136
House of Quality.
3.3 Failure Mode and Effect Analysis (FMEA).
3.4 Tauguchi Quality Loss Functions.
3.5 Total Productive Maintenance (TPM) – Concepts, Objectives,
Fundamental Elements,Total Preventive Maintenance,
Components.
4. SIX SIGMA AND TQM

4.1 Six Sigma-Origin, Goals of six Sigma, Root cause Analysis, Need 4 + 2 + 0
for six sigma.
4.2 Role of Six Sigma green belts, Black belts, Master black belts,
Champions in Six sigma implementation.
4.3 Six Sigma Methodology-DMAIC Approach, SIPOC concept,
Voice of Customer, concept of sigma rating.
4.4 Six sigma in Service sector-Successful implementation of six
sigma in global companies.
4.5 Cost of Quality – Quality planning – Quality information
feedback– Internal customer concept.
5. TQM AWARDS AND AUDIT 2+1+0

5.1 Quality awards – Rajiv Gandhi National Quality Award.
5.2 Deming Application Prize.
5.3 European Quality Award, and Malcolm Baldrige National
Quality Award.
5.4 ISO 9001, ISO14000, Future of quality system audit. Audit
objectives, Types of Quality audit, Quality Auditor, Audit performance
Suggested Readings:
1. Dale H Besterfield, Total Quality Management Pearson Education, New Delhi.
2. Juran Joseph M, Total Quality Management, McGraw Hill.
3. Jain, Quality Control and Total Quality Management, Tata McGraw Hill Thomas Pyzdek, Six
Sigma Handbook, McGraw Hill Education India Pvt Ltd., 2015
137
LEARNING OUTCOMES
1. Ability to do Quality management practices
2. Ability to do quality planning activities
MB83 PROJECT MANAGEMENT S3 Working Elective Course 3

03/0403
Course Objective
1. To introduce the students to a blend of contemporary academic theory and techniques to

provide crucial insights and practical tools in managing projects, portfolios and complex
systems
2. To empower the students to Conduct project planning activities that accurately

forecast project costs, timelines, and quality. Implement processes for successful
resource, communication, and risk and change management.

No.
LT (Indicative)
1. INTRODUCTION TO PROJECT MANAGEMENT 3+2

1.1 Projects- Defining Projects, Characteristics of projects, Projects vs
Operations, Types of Projects.
1.2 Project life cycle, Determinants of Project Success. Project
stakeholders.
1.3 Project Management- Defining Project Management, Project
Manager- Project managements Skills& Leadership
traits,Understanding terms Program Management and Portfolio
management.
2. PROJECT SELECTION AND PLANNING 4+2

2.1 Generation and screening of project idea.
2.2 Project Selection- Theoretical knowledge in the Non-Financial
techniques of Project Selection- Check list method, Simplified
Scoring model, Analytical Hierarchy Process, Profile Model.
2.3 Project Planning –Elements of Project Plan, Project Organization
Structure- Project organization and matrix organization advantages and
limitations.
2.4 Project Risks – Analysis of project risk, Firm risk and Market risk,
Cost benefit analysis, Steps in Risk management, Methods of Mitigating
risks
138
3. PROJECT IMPLEMENTATION 4+3
3.1 Project implementation: Estimating Project Budgets, Process of cost
estimation, Scheduling: Gantt Charts –Constructing Gantt charts.
Advantages and limitation of Gantt charts.
3.2 Network Techniques PERT and CPM, Risk analysis using simulation.
3.3 Project Control Process, Purpose of Project Execution and
Control.
4. PROJECT PROCESS
4.1 Planning - Monitoring - Controlling cycle, Project control: types 4+2
of control processes.
4.2 Project Evaluation – Project performance evaluation Tools- S
Curve, Milestone analysis.
4.3 Conceptual knowledge of Earned value management method.
Project auditing: Construction and use of audit report, Project audit
life cycle, Essentials of audit and evaluation
5. PROJECT COMPLETION 2+1

5.1 Project Termination –Types of termination, Natural Termination-
The Closeout process- Handing over, gaining acceptance, harvest
benefit, Review, record and Disbanding team
5.2 Hindrance to effective close out. Early Termination – Decision
rules for early termination, shutting down
projects, Emotional issues, Claims disputes and protections available
to organizations.
5.3 Project Final Report- Objectives and importance of Final report,
Elements in Final report.
Suggested Readings:
1. A Guide to the Project Management Body of Knowledge: PMBOK® Guide (Fifth
Edition)Juran Joseph M, Total Quality Management, McGraw Hill.
2. Project Management – Achieving Competitive Advantage, Jeffrey Pinto.
3. Advanced Project Management- A Structured approach , Frederick Harrison and Denis lock.
4. Project Management – A Systems Approach to Planning Scheduling and Controlling, Harold
Kerzner
LEARNING OUTCOMES
1. Ability to Conduct project planning activities
2. Ability to manage project activities
139
Course Course Title Semester & Level of Type of
Code Level of Knowledge Course
Knowledge
MB83 WORLD CLASS S3 Working Advanced

03/0404 MANUFACTURING
Course Objective
1. Get an in depth appreciation of the “state-of-the-art” philosophy, disciplines and

techniques available to enable every manufacturing enterprise to perform at
worldclass level
2. Gain insights into seamlessly integrating the philosophy and practices of World class
manufacturing with the daily manufacturing routine
3. Understand the importance of Total Employee Involvement, Labour and Human

resource aspects of WCM.
No. of Sessions
Module Title & Contents LTP
No.
1 INFORMATION AGE AND GLOBAL COMPETITIVENESS 3+2

1.1 Information Age and Global Competitiveness – World Class
manufacturing and Information age competition,,
1.2 Manufacturing Challenges of Information age- Time based
competition,
1.3 Problems in manufacturing- Problem of Coordination,
Gaining completive edge through World Class Competition,
Cutting Edge Technologies Hall’s framework of Value added
manufacturing,
1.4 Schonberger’s Framework of WCM, Gunn’s Model of WCM.
2 EVOLUTION OF WCM 4+2

2.1 Evolution of WCM, First Principles of WCM, Practices in WCM
– World Class practices in the factory, Production leveling ,
Cellular Manufacturing, PP Systems, New product
development,
2.2 Quality in WCM- Deming’s, Shingo’s Approach to quality
management,
2.3 Toyota production System ( TPS)- Waste elimination -The 7+1
non value adding wastes in Business,
2.4 The culture behind TPS: The 14 Principles.
3 INFORMATION MANAGEMENT 4+3

3.1 Information Management tools – Product and Process design
140
tools-CAD, CAE, CAPP, PDM,
3.2 Lean Production Tools – JIT, KANBAN, SQC,TPM & OEE,
3.3 Decision support execution and business toolsMRP, ERP,
MES, SCM, Data warehousing and data mining,
3.4 Material Processing and Handling tools – FMS, CNC
machines, Industrial robots, AGV , AS/RS,
3.5 Lean Production tools- SMED, Poke Yoke, Rapid
Prototyping, Manufacturing Strategic Intent Framework,
Strategic use of IT in manufacturing, Value Stream
Mapping, validation, recommendations,
3.6 Benchmarking: Definition, mission and objectives, managing
benchmarking process, training and code of conduct, future
scope and benchmarking process.
4 BUSINESS STRATEGY AND GLOBAL COMPETITIVENESS

4.1 Business Strategy and Global competitiveness, Generic 4+2
manufacturing strategies for Information age – Innovation,
Mass Production, Mass Customization, and Continuous
Improvement Strategies,
4.2 Strategic Thinking in Manufacturing & Issues in Strategic
Planning for WCM, Strategic Planning Methodology for WCM,
Implementing WCM Plan,.
4.3 Performance measurement – The PO-P system, TOPP System,
AMBITE System, Cycle time and Delivery Performance and
Customer service, Financial performance, Balance Scorecard.
5 MANAGING PLATFORM AND PORTFOLIO OF 2+1

TECHNOLOGY
5.1 HR dimensions in WCM, Morale and team work, High
employee involvement,
5.2 Cross functional teams, Human Integration Management, Total
Employee Involvement and the factors that affect the
involvement of the people,
5.3 Manufacturing strategic Intent Classification (MANSI)- World
class 95 players, Transitional Players, Inertia Players License
regime survivors,
5.4 Translating Manufacturing Strategic Intent to Action.
Suggested Readings
1. Rother, M., Shook, J., Learning to See: Value Stream Mapping to Add Value and
Eliminate MUDA.
2. BS Sahay, KBS Saxena &Ashish Kumar, World Class Manufacturing – A Strategic
Perspective,. Macmillian India
3. Jeffrey K. Liker, The Toyota Way: 14 Management Principles
4. Richard J Schonberger, World Class Manufacturing – The Lesson of Simplicity,
141
LEARNING OUTCOMES
1. Capability to identify and solve problems in manufacturing.
2. Ability to develop Strategic Thinking in Manufacturing
Course Course Title Semester Level of Type of Course

Code & Level of Knowledge
Knowledge
MB83 SERVICE OPERATIONS S3 Working

03/0405 MANAGEMENT Working
Course Objective
1. To increase students’ understanding of the nature and importance of the service

sector in the economy of any country.
2. To aid students in effective decision making in the management of a service

organization
3. To give students a conceptual knowledge on the various service operations practices

in services industries across the globe.
No. of Sessions
No.
1 SERVICE PROCESSES 3+2

1.1 Characteristics of services, Classifications, Types of Service
& Service Processes, Service Concept, Service Encounter,
Service experience,
1.2 Strategies for Service Capacity Planning Service and
Economy.
2 SERVICE DESIGN FRAMEWORK 4+2

2.1 Service design framework- Technology: Its impact on services
and their management, Service delivery system, Design and
development of Services,
2.2 Designing New Service – New Service development process,
Tools for decision making in new service design,
2.3 Designing the Service layout strategies, Product Layout,
Process Layout, Office layout,
2.4 Analyzing Processes, Service Blueprinting, Service Quality,
Off shoring and Outsourcing Services.
142
3 SERVICE DELIVERY 4+3
3.1 Service Delivery – Service processes, Service people,
Resource utilization, Network technology and information,
3.2 Service Capacity Planning – strategies for service capacity
planning, Managing Service Experience, Managing waiting
lines and queues, Revenue and Yield management,
3.3 Global Service Systems International Trade in Services,
Customer as the focus in Global service management,
Service strategies for competitiveness in global markets.
4 PURPOSE OF PERFORMANCE MEASUREMENT

4.1 Purpose of performance measurement, Targets and rewards, 4+2
Benchmarking, Service performance networks, World Class
Service,
4.2 Approaches to operation improvement, Service recovery and
Service guarantee, Data Envelopment Analysis and Scoring
System.
5 STRATEGIC POSITIONING 2+1

5.1 Strategic Positioning and Service Strategy,
5.2 Supply chain in Services- Characteristics and Management,
Internet Strategies, Environmental Strategies,
5.3 Sustainable service Operation, Leadership and teams in service
operations, Not for profit and public service operations,
Electronic Service Operations Management,
5.4 Survey of Service industry practices in- Airlines, Hospitality,
Healthcare, Financial services, Entertainment, IT,
Communication, Education and Environmental Services.
Suggested Readings:
1. Successful Service Operations, Richard D Metters. Cengage Learning India Private Ltd
2. Service Operations Management – The total experience, David Parker.
3. Service Management: Operations, Strategy, and Information Technology
4. James A. Fitzsimmons, Mona J. Fitzsimmons – McGraw Hill
LEARNING OUTCOMES
1. Acquiring skills to manage service operations
2. Ability to measure employee performance in service organisations
143
Knowledge
MB83 INDUSTRIAL SAFETY & S4 Working Working

03/0406 OCCUPATIONAL HEALTH
Course Objective
1. To provide the students a basic understanding of Industrial safety, Hygiene and

Occupational Health.
2. To provide conceptual knowledge to the various aspects of Industrial Hygiene and

Occupational health that would enable them to appreciate and motivate them to make
the work place a better place for all employees
3. To plan and execute productivity improvement initiatives through reduction in

human error and improvement in safety
No. of Sessions
No.
1 THE IMPORTANCE OF SAFETY AT WORK 3+2

1.1 Understanding the importance of safety at work: Concept of
Safety-Applicable areas- Recognition,
1.2 evaluation and control of physical hazards- Hazard Analysis,
Human Error and Fault Tree Analysis
1.3 Emergency Response-Hazards and their control in different
manufacturing and processing industries.
2 INDUSTRIAL ACCIDENTS 4+2

2.1 Industrial Accidents: Causes and effects of Industrial accidents-
Impact of accidents on employees, union,
2.2 Management and society- Organization’s Role and
Responsibility in the Prevention of Accidents- Different
models.
3 STANDARD OF SAFETY NORMS 4+3

3.1 Standard of Safety Norms-Indian scenario Safety Protection,
Safety Policy, Personal safety, Responsibilities of
management in health and safety,
3.2 Functions of National Safety Council, Concept of health and
occupational health,
3.3 Spectrum of health, Occupational and work related diseases,
Levels of prevention,
144
3.4 History of occupational health, Characteristics of
occupational diseases, Essentials of occupational health
service, personal protective equipment (respiratory and
nonrespiratory)
4 CONCEPT OF WORKPLACE AND ITS DESIGN

4.1 Concept of workplace and its design, Improving safety and 4+2
productivity through work place design control measures,
Technical and engineering control measures.
4.2 Control measures against human error, Preventive maintenance.
Role of Preventive maintenance in safety and health, Safety
and good housekeeping, Typical accidents due to poor
housekeeping, Clean-up campaigns, Inspections and check-list
4.3 Result of good housekeeping, Plant safety observation, Plant
Safety Inspections, Safety sampling, Safety Surveys, Safety
Inventory System, Product Safety, Permit to work systems,
Safety tag systems.
5 ACCIDENTS IN WORK PLACE 2+1

5.1 Accidents in work place-Types, Investigation methods, Analysis,
Reporting and Recording,
5.2 Injuries - First aids- Health problems in different types of
industries – construction,
5.3 Textile, steel, food processing and pharmaceutical, Fire- Causes,
Types of fire, Extinction of fire, Prevention of fire.
Suggested Readings:
1. Dr.NaseerElahi, Industrial Safety Management, Gyan Publication, New Delhi
2. L.M. Deshmukh, Industrial Safety Management, Tata McGraw Hill.
3. R.K.Trivedi, Pollution Management in Industies, S Chand Publishing, New Delhi.
LEARNING OUTCOMES
1. Ability to appreciate and motivate employees to make the work place a better one
2. Ability to plan and execute productivity improvement initiatives
145
Knowledge
MB83 GLOBAL OPERATIONS & S4 Working Working S4 Elective

03/0407 LOGISTICS
MANAGEMENT
Course Objective
1. Have a very good understanding of the terminologies, concepts and tools needed to
analyse global operations
2. Be able to analyze the risks associated with operations and logistics in global context
and effectively manage it.
3. Be able to objectively measure and evaluate the performance of global logistics and
develop effective structure to achieve excellence in global operations.
No. of Sessions
No.
1. INTRODUCTION TO GLOBAL OPERATIONS 3+ 2

1.1 Global Operations & Logistics Evolution and design.
1.2 Forces of globalization, integrative approach to managing flows in
Global operations.
1.3 Globalization of Operations Strategies – Introduction,
Global operation strategies, a conceptual framework-four driving forces
of globalization process.
1.4 Global markets, Technological forces, Global cost forces, Political
and macroeconomic forces, current and future challenges.
1.5 Global Marketing strategies- Geographical Integration- Global
versus Local market.
2. GLOBAL OPERATIONS DESIGN 4+2

2.1 Supplier Network Development- Evolving concept of Outsourcing.
2.2 Architecture of a physical distribution Network in a global operations
approach. Logistics Service firms and 3PL, Global operations
Strategy – Basic concepts, Difference between International
Operations management and International operations strategy.
2.3 Logistics Service firms and 3PL, Global operations Strategy – Basic
concepts, Difference between International Operations management
and International operations strategy.
2.4 Basicprinciples of Global operations Strategy- Integration,
Coordination, trade off and focus, Globalization of Operations of a
firm.
146
2.5 Globalization of manufacturing: Model Factory Concept,
manufacturing in multiple locations
3. RISK MANAGEMENT
3.1 Concept of Operating Exposure. 4+2
3.2 Pricing Strategies for Exporting Firms.
3.3 Exchange rate uncertainty.
4. INFORMATION MANAGEMENT FOR GLOBAL LOGISTICS 2+1

4.1 Information Management for global operations – Characteristics of
Logistics information and Telecommunication system( LITS)
4.2 Logistics organization and its relationship to LITS.
5. PERFORMANCE 4+2
5.1 Measuring performance in functional and sectoral integration,
Organization structure for Global Logistics Excellence.
5.2 New organizations related to manufacturing and logistics Operations,
sectoral logistics cooperation, International factors in
Global organizations.
Suggested Readings:
1. Global Operations Texts and Cases – Phillippe-Pierre Dornier, Richardo Ernst, Michel
Fender, John Wiley and Sons(p) ltd.
2. Managing Global Operations – Cultural and Technical success factors, Scott T Young, and
Winter Nie. Quorum books UK.
3. Global Operations Strategy, Fundamentals and Practice, Yeming Gong, Springer
LEARNING OUTCOMES
1. Ability to analyze the risks associated with operations and logistics
2. Ability to measure and evaluate the performance of global logistics
147
Knowledge
MB83 MAINTENANCE S4 Working Working

03/0408 MANAGEMENT
Course Objective
1. To familiarize the participants concepts and techniques of Materials Management
2. Provide an understanding to the advanced concepts and practices in Purchasing and

Material Planning
No. of
Sessions
Module Title & Contents
No. LTP
1. INTRODUCTION TO MATERIALS AMANAGEMENT 3+2

1.1Introduction to Materials Management, Concept significance and
strategic role of Integrated Materials Management.
1.2 Materials planning and forecasting, Material Handling:
1.3 Material Planning – Factors affecting Material planning –
Techniques of material planning Materials Requirement
Planning (MRP).
2. INVENTORIES 4+2
2.1 Definition-Classification of Inventories- Need for inventories,
2.2 Inventory Planning and Control Models –EOQ Model, Quantity
Discounts, Reorder point
2.3 Lead Time Analysis – Safety stocks – Q System – P System – S
System.
2.4 Classification, Codification, Universal product Code, RF Id System,
ABC analysis –VED, GOLF, FSN, HML.
3. PURCHASING FUNDAMENTALS 4+3

3.1 Purchasing Fundamentals , Make or Buy, Source Selection , Vendor
Rating and Vendor Development , Value Analysis, Purchase
Negotiations,
3.2 Purchase Timing Purchase Contracts, Purchase Insurance , Purchasing
Capital Goods, Seasonal Goods, Imported Goods.
3.3 Deferred Payment Schemes – Lending Institutions Leasing Trends.
4. STORES MANAGEMENT
4.1 Stores Management Concepts, Location and layout of Warehouses – 4+2
4.2 Different typical models, Stores Procedures and Records for Receipt,
Inspection, Issue, Reorder checking.
148
4.3Materials handling Equipments Cranes, Tower cranes, Lifting
equipment, Series lifting equipment, Lifting platforms, Continuous
mechanical handling equipment,
4.4 Monorail conveyors, Belt, chain and overhead conveyors, Industrial
trucks.
5. STORES AUDIT 2+1

5.1 Stores audit.
5.2 Management of dead stocks, surplus stocks and scraps,
5.3 Systems & Procedures for disposal and Control.
Suggested Readings:
1. Gopalakrishnan P &Sundarasan M, - Materials Management: An Integrated Approach,
Prentice Hall of India
2. Datta A.K, - Materials Management Text and Cases, Prentice Hall
3. J.R.Tony Arnold & Stephen N. Chapman, Introduction to Material Management, Pearson
Education
4. Gopalakrishnan P, - Handbook of Materials Management, Prentice Hall.
LEARNING OUTCOMES
1. Ability to manage inventories
2. Ability to develop skills in purchasing and managing stores

Knowledge
MB83 MATERIALS AND PURCHASE S4 Working Working

03/0409 MANAGEMENT
Course Objective
01. To familiarize the participants concepts and techniques of Materials Management
02. Provide an understanding to the advanced concepts and practices in Purchasing and
Material Planning

No.
LTP
1. INTRODUCTION TO MATERIALS AMANAGEMENT 3+2

1.1Introduction to Materials Management, Concept significance and
strategic role of Integrated Materials Management.
149
1.2 Materials planning and forecasting, Material Handling:
1.3 Material Planning – Factors affecting Material planning –
Techniques of material planning Materials Requirement
Planning (MRP).
2. INVENTORIES 4+2
2.1 Definition-Classification of Inventories- Need for inventories,
2.2 Inventory Planning and Control Models –EOQ Model, Quantity
Discounts, Reorder point
2.3 Lead Time Analysis – Safety stocks – Q System – P System – S
System.
2.4 Classification, Codification, Universal product Code, RF Id
System, ABC analysis –VED, GOLF, FSN, HML.
3. PURCHASING FUNDAMENTALS 4+3

3.1 Purchasing Fundamentals , Make or Buy, Source Selection ,
Vendor Rating and Vendor Development , Value Analysis,
Purchase Negotiations,
3.2 Purchase Timing Purchase Contracts, Purchase Insurance ,
Purchasing Capital Goods, Seasonal Goods, Imported
Goods.
3.3 Deferred Payment Schemes – Lending Institutions Leasing
Trends.
4. STORES MANAGEMENT
4.1 Stores Management Concepts, Location and layout of Warehouses 4+2
–
4.2 Different typical models, Stores Procedures and Records for
Receipt, Inspection, Issue, Reorder checking.
4.3Materials handling Equipments Cranes, Tower cranes, Lifting
equipment, Series lifting equipment, Lifting platforms,
Continuous mechanical handling equipment,
4.4 Monorail conveyors, Belt, chain and overhead conveyors,
Industrial trucks.
5. STORES AUDIT 2+1

5.1 Stores audit.
5.2 Management of dead stocks, surplus stocks and scraps,
5.3 Systems & Procedures for disposal and Control.
Suggested Readings:
150
Education
LEARNING OUTCOMES
1. Acquiring Purchasing and Material Planning skills
2. Ability to conduct stores auditing
Course Course Title Semester & Level of Type of Course

Code Level of Knowledge
Knowledge
MB83 ADVANCED OPERATIONS S4 Working Working

03/0410 RESEARCH
Course Objective
1. To provide a formal quantitative approach to problem solving and an intuition about

situations where such an approach is appropriate.
2. To learn the advanced tools to solve such management problems.
No. of Sessions
No.
1. REVIEW OF BASIC OPERATIONS RESEARCH 3+2

TECHNIQUES
1.1 Simplex Directions and Matrix method of solving Linear
Programming Problems (LPP), Bounded Variables Techniques in
Solving LPP, Revised Simplex Method, Interior Point Methods of
solving LPP (Karmarkar’s Method), Chance Constrained Linear
Programming
1.2 Non linear programming problems of general nature, one
variable unconstrained optimization Multi variable unconstrained
optimization, Karush Kuhn Tuker (KKT) conditions
for constrained optimization and its Applications in Management,
1.3 Separable programming and its Applications in Management,
Quadratic Programming, convex programming, geometric
programming, Fractional programming and its Application in
Management.
151
2. MARKOV MODEL AND QUEUEING MODELS 4+2
2.1 Markov chains, Formulation, Kolmogorov Equation, steady
state conditions, Markov chain modelling through Graphs,
communication networks, weighted diagraphs, Empherical
Queueing models
3. INTEGER PROGRAMMING 4+3

3.1 Integer Programming, Branch and Bound Technique and its
applications to Binary Integer Programming and Mixed Integer
Programming,
3.2 Branch and Cut Approach to solve
Binary Integer Programming (BIP), Applications of BIP in the
Areas of Investment Analysis, site selection, Designing a
production and Distribution network
4. DYNAMIC PROGRAMMING
4.1 Dynamic Programming (DP), Applications in capital 4+2
budgeting, Reliability Improvements, stage-coach, cargo loading,
single machine scheduling,
4.2 Solving LPP using Dynamic programming Technique,
Stochastic Processes, Introduction, Markov Processes,
Martingales, Random Walk, Brownian Motion, Queueing
Processes
5. NETWORK MODELS 2+1

5.1 Network Models, Terminologies, shortest path model,
minimum spanning tree problem,
Maximal flow problem, Minimum cost flow problem, Replacement
and maintenance Analysis,
5.2 Types of Replacement problem and decisions – Determination
and problems of Economic life of
an Asset, Fuzzy Logic and Systems, Fuzzy Multi Criteria Decision
Making, Multi-objective
Fuzzy Linear Programming
Suggested Readings:
Education
152
LEARNING OUTCOMES
1. Ability to make quantitative decisions
2. Ability to solve managerial problems using quantitative approach
INFORMATION SYSTEMS ELECTIVES

Knowledge No. of credits
MB84 DECISION SUPPORT S3 Working Elective Course 3

03/0401 SYSTEMS
Course Objective
1. To understand the components of DSS
2. To know the appropriate model to be used for a problem
3. To get theknowledge of designing DSS for specific problems
No. of Sessions
No.
1. INTRODUCTION 3+2
1.1 Phases of Decision- Making Process
1.2 DSS Overview - Characteristics and Capabilities of DSS,
Components of DSS
1.3 Knowledge - Types
1.4 Defining Knowledge Management – Evolution of KM
2 BUSINESS DATA AND MODEL MANAGEMENT SYSTEMS 4+2

2.1 Data Collection, Data Warehousing and Data Mining
2.2 Data Visualization, Modeling, Static and dynamic
2.3 Optimization, Heuristic and Simulation
2.4 Multidimensional Modeling.
3 GSS, ENTERPRISE DSS AND KMS 4+3

3.1 Group support system, Technologies
3.2 Enterprise DSS
3.3 Knowledge Management – concepts – Basic KM Discipline and
emerging trends
3.4 Knowledge management methods, Technologies and Tools
153
4 DECISION SUPPORT SYSTEMS DEVELOPMENT
4.1 Introduction to DSS development, The Traditional System 4+2
Development Life cycle, Alternate Development Methodologies.
4.2 Prototyping: The DSS Development Methodology, DSS
Technology Levels and Tools.
4.3 DSS Development Platforms, DSS Development Tool Selection.
4.4 Team-Developed DSS, End User-Developed DSS, Putting the
System Together.
5 ADVANCED INTELLIGENT SYSTEMS 2+1

5.1 Neural Computing - Fuzzy Logic
5.2 Intelligent Agents – Implementation - Integration
5.3 Intelligent DSS
5.4 The impact of MSS: An Overview, MSS impacts on
organizations, Impact on individuals
5.5 The future of Management-Support Systems
Suggested Readings:
1. Efraim Turban and Jay E. Aronson, Decision Support System and Intelligent Systems,
Prentice Hall International, 9th Edition 2010
2. Janakiraman V. S and Sarukesi K, Decision Support Systems, Prentice Hall of India, 6th
Printing 2006
3. Lofti, Decision Support System and Management, McGraw Hill Inc, International Edition,
New Delhi 1996.
4. Marakas, Decision Support System, Prentice Hall International, Paperback Edition,New Delhi,
2003
5. Haag, Cummings and Mc Cubbrey, Management Information Systems for the Information
Age, McGraw Hill, 2005. 9th edition, 2013
6. A Thohothathri Raman,Knowledge Management – AResource book,Excel Books, 2004.
7. Elias M. Awad and Hasan M. Ghazri, Knowledge Management, Pearson Education
8. H. W. Gottinger and H.P. Weimann - Intelligent Decision Support Systems
9. Journal of Soft Computing and Decision Support Systems, UTM
154
LEARNING OUTCOMES
1. Through this course the students will be able to understandappropriate modelling

techniques for supporting semi-structured business decision making
2. The students will also be able to understand the developmental process of DSS.

MB84 E BUSINESS S3 Working Elective

03/0402
Course Objective
1 This course is aimed at developing an understanding of e-business, with reference to

various issues and concerns imperative toimplementation of e-business strategies

No.
LTP
1. INTRODUCTION TO E BUSINESS 3+2

1.1 Origin, Overview of E-Business
1.2 Need and factors affecting Electronic Business
1.3 Features of Electronic Business
1.4 Information Services; Shopping Services; Virtual Enterprises
1.5 Development and the economic influence of the e-business.
2. ECOMMERCE BUSINESS MODELS 4+2

2.1 Retailing in E-Commerce - Introduction
2.2 Business to Consumer (B2C), Business to Business (B2B),
Consumer to Consumer (C2C), Peer to Peer Business Models, M-
Commerce Business Models
2.3 Sharing economy, Value Proposition, Revenue Model, Market
Opportunity
2.4 Competitive Advantage, Market Strategy, Organizational
Development
3. ELECTRONIC PAYMENT SYSTEMS 4+3

3.1 Electronic Data Interchange
3.2 Paying via the Net, Payment Protocols, Payment Gateways,
Payment and Content Management
3.3 Role of Application Service Providers (ASPs) in Payment via the
155
Internet
3.4 Electronic Payment Systems (Cash, Check, Credit Card, Stored
Value, Accumulating Balance)
3.5 Working of Online Credit Card
4. BUSINESS APPLICATIONS
4.1 E-Commerce and retailing - On-line retail industry dynamics 4+2
4.2 On-line mercantile models from customer perspective;
Management challenges in on-line retailing
4.3 E-Commerce and on-line publishing: On-line publishing
approach from customer perspective
5. LEGAL, PRIVACY ISSUES, SECURITY AND FUTURE 2+1

5.1 Web security: Introduction; Firewalls and transaction security
5.2 Indian e-Commerce Scenario; IT Act, Legal issues in E
commerce
5.3 Indian Convergence Bill; Cyber Appellate and PKI Hype Cycle,
Attribution Modelling
Suggested Readings:
1. Laudon & Traver - Electronic Commerce Business, Technology, Society, Pearson
Education, 3rd Ed.
2. Kalakota R- Electronic Commerce - Frontiers of E-Commerce, Pearson Education, 2007,
3rd Ed.
3. Jae K Shim et al., The Handbook of e-commerce.
4. Bharat Bhaskar, Electronic – commerce- Framework, Technologies and applications.
5. Krishnamurthy- E-Commerce Management: Text and Cases– Vikas Publishing House
6. Vince, C., & Cripe, B. (2008). Reshaping your business with web 2.0. New Delhi:
McGraw Hill Computing
7. Rayudu - E-Business - Himalaya Publications
8. E Government, E Business and National Economic Performance journal: Communication
from AIS, Shirish Shrivastava
9. Journal of Electronic Commerce Research
10. International Journal of EectronicCommerce
LEARNING OUTCOMES
1. Through this Course the students will be able to understand the E-Business
Technology
2. The students will also acquire advanced knowledge of technical and business issues
related to E-Business and E-Commerce
156
MB84 ENTERPRISE RESOURCE S4 Working Elective 3

03/0403 PLANNING
Course Objective
1. To Understand how Enterprise Resource Planning software is used to optimize

business processes
2. To grasp the activities of ERP project management cycle
3. To understand the emerging trends in ERP developments
No. of Sessions
No.
1. INTRODUCTION 3+2
1.1 Defining ERP, Origin and Need for an ERP System
1.2 Risks and benefits of ERP
1.3 Issues to be consider in planning design and implementation of
cross functional integrated ERP systems.
1.4 Reasons for growth of ERP – Scenario and justification of ERP
in India
2. ERP SOLUTIONS AND FUNCTIONAL MODULES 4+2

2.1 Overview of ERP software solutions- Small, medium and large
enterprise vendor solutions,
2.2 Business Process Re-engineering and best business practices -
Business process Management
2.3 Data Warehousing - Data Mining
2.4 Functional modules
3. ERP IMPLEMENTATION 4+3

3.1 Planning Evaluation and selection of ERP systems -
Implementation life cycle
3.2 ERP implementation - Implementation Challenges - ERP
Transition Strategies
3.3 Methodology and Frame work - Training - Data Migration.
3.4 People Organization in implementation-Consultants,
Vendors and Employees
157
4. POST IMPLEMENTATION
4.1 Maintenance of ERP 4+2
4.2 Organizational and Industrial impact;
4.3 Success and Failure factors of ERP Implementation
5. EMERGING TRENDS ON ERP 2+1

5.1 Extended ERP systems and ERP add-ons -CRM, SCM
5.2 Business analytics - Future trends in ERP systems-web enabled
Wireless Technologies, Cloud Computing
Suggested Readings:
1. Alexis Leon, ERP demystified, second Edition Tata McGraw-Hill, 2008
2. Ray , Enterprise Resource Planning, Tata McGraw-Hill, 2011
3. Sinha P. Magal and Jeffery Word, Essentials of Business Process and Information System,
Wiley India, 2012
4. Jagan Nathan Vaman, ERP in Practice, Tata McGraw-Hill, 2008
5. Alexis Leon, Enterprise Resource Planning, second edition, Tata McGraw-Hill, 2008
6. Mahadeo Jaiswal and Ganesh Vanapalli, ERP Macmillan India, 2009
7. Vinod Kumar Grag and N.K. Venkitakrishnan, ERP- Concepts and Practice, Prentice Hall of
India, 2006.
8. Summer, ERP, Pearson Education, 2008
9. Enterprise Resource Planning (ERP): A review of the literature by Young B Moon,
International Journal of Management and Enterprise development, Vol 4
10. Journal of Enterprise Resource Planning Studies
LEARNING OUTCOMES
1. Through this course the students will be able to comprehend the technical aspects of
ERP systems
2. Students will develop a clear and meaningful understanding of the steps and activities
in the ERP life cycle
3. The students will understand the current trends and issues related to Enterprise
Systems
158
Course Course Title Semester &Level of Type of Course& No.
MB84 SYSTEM ANALYSIS & DESIGN S4 Working Elective

03/0404
Course Objective
1. This course is designed to provide a clear insight to students on system analysis

and design, which is the foundation of business systems development and
implementation.

No.
LTP
1. OVERVIEW OF SYSTEM ANALYSIS AND BUSINESS 3+2

MODELING
1.1 Introduction to Systems Development
1.2 Systems Development Life Cycle;
1.3 Guidelines for Systemdevelopment,
1.4 Roles and responsibilities of a Business Analyst
2. SYSTEM ANALYSIS 4+2

2.1 Systems documentation consideration: Principles ofSystems
Documentation, Types of documentation,
2.2 Requirement gatheringtechniques: Interviews, Group,
Communication Questionnaires,Presentations & Site Visits, SRS
documentation.
2.3 Tools for Analysis andDesign of Business System: modelling,
prototyping, CASE tools;
2.4 Methodologies: Structured analysis, Object oriented analysis,
agilemethods.
2.5 System analysis activities, techniques: JAD, RAD,
Agilemethods.
2.6 Modelling tools: DFDs, Functional decomposition
diagrams,CASE tools, UML;
2.7 Data and process modelling: DFDs, Data Dictionaries;Process
description tools: Decision Analysis; Decision Trees and Tables
3. BUSINESS MODELLING 4+3

3.1Business Modelling with UML, Components of UML used in
BusinessModelling, RUP, IDEF, and BPMN 2.0 basics.
3.2Object modelling: Objectoriented analysis, Object modelling with
UML: Class diagram, Objectdiagram, State chart diagram, Activity
diagram, Sequence diagram,Collaboration diagram, Use case
159
diagram, Component diagram,Deployment diagram.
4. OUTPUT AND USER INTERFACE DESIGN

4.1 Output design, input design, user interface design, File Design , 4+2
Data design concepts, DBMS components,
4.2 ER diagrams, Documentation Tools ; Testing Techniques
Available ;
4.3Systems control and Audit trails ; Systems Administration and
Training ;
Conversion and Operations Plan
5. SYSTEMS CONTROL AND QUALITY ASSURANCE 2+1

5.1Hardware and Software Selection, Hardware Acquisition ; Bench
marking , Vendor Selection , OperatingSystem Selection , Language
Processors.
5.2 Performance and AcceptanceTesting Criteria, Preparing User
Manual. Maintenance Activities and Issues.
Suggested Readings:
1. Elias M. Awad, System Analysis & Design, Galgotia Publications. India

2. Senn, Analysis & Design of Information Systems, McGraw Hill International
3. Shelly, Rosenblatt, System Analysis & Design, Cengage Learning, Eighth edition
4. Hoffer, Modern System Analysis & Design, Pearson Education
5. Rambaugh, Jacobson, Booch, UML- Reference Manual, Pearson
6. Journal of Information System Management
LEARNING OUTCOMES
1. Through this course the students will be able to understand the Principles and Tools
of Systems Analysis and Design
2. The students will also be able to understand the Developmental Process of Quality
Systems.
160
Course Course Title Semester &Level of Type of Course&
Code Knowledge No. of Credits
MB84 CLOUD COMPUTING S3 Working Elective Course3

03/0405
Course Objective
1. This course is aimed at developing an understanding about the basics of Cloud

Computing for Business Management
No. of Sessions
LT (Indicative)
Module Title & Contents
No.
1. INTRODUCTION TO CLOUD COMPUTING

1.1 Introduction to Cloud Computing, Evolution - Cloud Computing
1.2 Hardware, Internet and Software, Virtualization
1.3 Cloud service Attributes: Access to the cloud, Cloud Hosting,
Information technology support
3+2
1.4 Characteristics of Cloud Computing: Rapid Elasticity, Pay per
use, Independent Resource Pooling, Network Access
1.5 Web Services on Cloud
2. CLOUD SERVICES APPLICATIONS

2.1 Cloud Delivery Models: Infrastructure-as-a-Service, Platform-as-
a-Service, Software-as-a-Service
2.2 Cloud Categories: Public Cloud, Private Cloud, Hybrid Cloud,
Community Cloud
3+2
2.3 Applications – Online Planning and Task Management –Event
Management – CRM
2.4 Cloud service development tools -word processing, databases,
storing and file sharing on cloud
3. CLOUD COMPUTING FOR MANAGERS

3.1Centralizing Email Communications – Collaborating on Schedules
3.2To-Do Lists, Contact Lists
3.3Online Community development 3+3
3.4Online collaboration tools for projects
3.5Cloud Computing for Business
4. CLOUD MANAGEMENT
4.1Privacy and its relation to Cloud-based Information Systems
4.2Security in the Cloud: Data Security and Control, Provider
Loss, Subpoenaed Data, Lack of Provider Security, Encryption
161
4.3Common Standards in the Cloud
4.4 End-User Access to the Cloud Computing 4+3
4.5 Legal and Ethical dimensions– Cloud Pricing Models
5. VIRTUAL OFFICE MANAGEMENT

5.1 Web-based communication tools
5.2 Web Mail Services
5.3 Web Conference Tools 4+3
5.4 Social Networks and Groupware
5.5 collaborating via blogs and Wikis
5.6 IBM, Amazon Ec2
5.7 Google Apps for Business, Salesforce.com, Ramco-On-Demand
Suggested Readings:
1. John W. Rittinghouse and James F. Ransome, Cloud Computing Implementation, Management and
Security, CRC Press, Taylor & Francis Group, Boca Raton London, 2010.
2. Kumar Saurahb, Cloud Computing – Insights into new era infrastructure, Wiley India, 2nd Edition,
2012
3. Michael Miller, Cloud Computing: Web-Based applications That Change the Way You Work and
Collaborate Online, Que Publishing, 2009
4. Haley Beard, Cloud Computing Best Practices for Managing and Measuring Processes for On-
demand Computing, Applications and Data Centers in the Cloud with SLAs, Emereo Pty Limited,
July 2008.
5. Alfredo Mendoza, Utility Computing Technologies, Standards, and Strategies, Artech House INC,
2007
6. Bunker and Darren Thomson, Delivering Utility Computing, John Wiley & Sons Ltd, 2006.
7. George Reese, Cloud Application Architectures, O’reilly Publications, 2009.
LEARNING OUTCOMES
1. Through this course the students will be able to understand the usage of cloud
computing in business management
2. The students will also be able to understand the various cloud computing models and
services
Course Course Title Semester &Level of Type of Course&

Code Knowledge No. of Credits
162
MB84 DATABASE MANAGEMENT S4 Working Elective Course
03/0406
Course Objective
1. To help the student validate skills in building and implementing databases

acrossOrganisations
2. To be aware of recent trends in database management
3. It aims at providing the participants an opportunity to study the hands-on

implementation of a data base in corporate environment.

No. LT (Indicative)
1. INTRODUCTION
1.1 Data, database – meaning, DBMS – DBMS models
1.2 Querying data with SQL, Developing SQL Databases 4+2
1.3 Manipulating Data using data manipulation language (DML)
Expressions - Reporting .
1.4 Normalization- types and need for Normalization
2. DATABASE IMPLEMENTATION
2.1 Query Processing basics and optimization – Heuristic
Optimization
2.2 Transactions Models
5+3
2.3 Concurrency Control – Recovery
2.4 Security and Authorization – Storage
2.5 Indexing and Hashing - ISAM
2.6 B-Trees – Kd Trees – X Trees
2.7 Dynamic Hashing
3. DISTRIBUTED DATABASES
3.1Distributed Databases – Queries
3.2Optimization Access Strategies 3+2
3.3Distributed Transactions Management
3.4Concurrency Control – Reliability
4. OBJECT ORIENTED DATABASES

4.1Object Oriented Concepts – Data Object Models –Object Oriented
Databases
3+2
4.2Issues in OODBMS - Object Oriented Relational Databases –
Object Definition Languages – Object Query Languages
5. EMERGING TRENDS
163
5.1Data Mining – Data warehousing – Star, Snowflake, Fact
Constellation.
4+2
5.2Open source database systems.
5.3Scripting Language, JDBC, ODBC
5.4Big data and analytics
Suggested Readings:
1. Peter Rob and Carlos Coronel, Database System and Design, Implementation and
Management, 7thedition, Cengage Learning.
2. Ramez Elmasri and Shamkant B. Navethe, Fundamentals of Database Systems, 4th ,
PearsonEducation, 2004.
3. Jeffrey A Hoffer et al, Modern Database Management, 10th Edition, Pearson Education,
2012.
4. Abraham Silberchatz, Henry F. Korth and S.Sudarsan, Database System Concepts, 5th
Edition, McGraw-Hill, 2010.
5. Thomas M. Connolly and Carolyn E. Begg, Database Systems – A Practical Approach to
Design, Implementation and Management, 3rd edition, Pearson Education, 2003.
6. C.J. Date, An introduction to Database Systems, Addison Wesley, 2000.
LEARNING OUTCOMES
1. Through this course the students will be able to understandthe way of building and
implementing databases across the organisation
2. The students will also be able to understand the ways in managing database in an
organisation.
Course Code Course Title Level of Knowledge Type of Course& No. of

Credits
MB84 E-BUSINESS STRATEGY S4 Working ElectiveCourse 3

03/0407
Course Objective
1. To describe and evaluate predominant e-business models and strategies as well as to

describe activities involved in formulating and implementing e-business strategies.
2. To describe the challenges and business opportunities of mobile commerce and social
networks.
3. To develop strategic plan for e-business initiatives.
164
No. LT (Indicative)
1. INTRODUCTION TO E BUSINESS STRATEGY

1.1 Overview of e-business and e-business strategy
1.2 External and internal analysis- Five Forces analysis - SWOT
analysis, segmenting/targeting markets, value chain and value
networks
4+2
1.3Sustaining competitive advantage - building up barriers to
imitation, dealing with threats of disruptive innovations in E-
business.
2. STRATEGY OPTIONS IN E BUSINESS MARKETS

2.1Strategy fundamentals, e-business revenue models, fit between
strategy and value chain
3+3
2.2Exploiting new market spaces - value curve, new value creation,
early mover advantages/disadvantages,
2.3Strategy for internal organization: make-or-buy decisions,
organizational structure for e-business activities
3. STRATEGY FOR INTERACTION WITH SUPPLIERS

3.1E-procurement, e-SCM,
3.2 B2B business models, B2B marketplaces and portals, auctions, 3+3
3.3Enhancing E-service collaboration with enforcement and
relationship management.
4. STRATEGY FOR INTERACTING WITH CUSTOMERS

4.1Consumer behaviour and market segmentation, 3+2
4.2e-CRM, e-marketing, social networking strategies.
4.3Market research, role of intermediaries.
5. E - BUSINESS IMPLEMENTATION
5.1Creating effective web presence- customer-centric website design.
5.2Website usability testing/evaluation frameworks, examples of
winning e-business websites.
4+3
5.3Technology infrastructure -Web 2.0 Environment and Social
Networks.
5.4M-Commerce, cyber trust, ethics, security and privacy.
Suggested Readings:
1. Dave Chaffey, E-Business and E-Commerce Management: Strategy, Implementation and
Practice, Prentice Hall.
2. Efraim Turban, Jae Lee, Michael Chung and David King, Electronic Commerce: A Managerial
Perspective, Pearson/Prentice Hall
165
3. Mayer R, Chaffey D., Ellis-Chadwick, F and Johnston, K, Internet Marketing: Strategy,
Implementation and Practice, Prentice Hall
LEARNING OUTCOMES
1. Through this course the students will be able to understand various e-business models and
strategies
2. The course will also equip the students to formulate and implement the E-Business strategies
in an organisation
Course Course Title Semester Type of Course& No of Credits

Code &Level of
Knowledge
MB84 INFORMATION S4 Working Elective Course 3

03/0408 SECURITY
MANAGEMENT
Course Objective
1. To identify and discuss the benefits of implementing an information security

management system in an organization.
2. Be able to identify assets and threats, and assess risks.
3. To plan and implement a ISMS in an organization.

No. LT (Indicative)
1. INTRODUCTION TO INFORMATION SECURITY

1.1The business need for security:
1.2Confidentiality, availability, integrity et al 3+ 2
1.3Components of an information system: Software, hardware, data,
people, procedures
1.4System and security development lifecycles
2. RISK MANAGEMENT
2.1 Risk Management terminology: Agents, threats, vulnerabilities,
etc
2.2 Risk Identification, assessment (quantitative and qualitative)
4+2
2.3 Risk appetite and residual risk
2.4 Selecting a risk control strategy
2.5 Risk management frameworks – NIST,ISO 31000
3. PLANNING FOR SECURITY

3.1 Methodologies for Information Security Evaluation and
166
Assurance 3+3
3.2 ISO 27000, Common Criteria, NIST Framework
3.3 Security education and training
3.4 Business Continuity strategies
4. SECURITY TECHNOLOGIES
4.1Firewalls and VPNs
4.2Intrusion detection, scanning and analysis tools 3+3
4.3Penetration testing approaches and tools
4.4Physical security controls
5. IMPLEMENTING INFORMATION SECURITY

5.1Information security project management 3+3
5.2Technical aspects
5.3Non-technical aspects
Suggested Readings:
1. Eric A. Fisch ,Gregory B. White, Secure Computers and Networks: Analysis, Design, and
Implementation , CRC Press
2. Harold F. Tipton and Micki Krause, Information Security Management Handbook, Sixth
Edition, , Auerbach Publications.
3. Michael E. Whitman and Herbert Mattord, Principles of Information Security, 4th Edition, ,
Cengage Learning (2012)
4. Ron A. Weber, Information Systems Control and Audit, Pearson Education India (2002)
LEARNING OUTCOMES
1. Through this course the students will be able to understand the importance of
information security management in an organisation.
2. The students will also be able to understand the various information security threats
and ways to manage it .
Course Course Title Semester Type of Course& No. of Credits

Code &Level of
167
Knowledge
MB84 SOFTWARE
03/0409 PROJECT
S4 Working ElectiveCourse 3
MANAGEMENT
Course Objective
1. To equip the students with the tools and techniques of Software Project Management
2. To support the student community to design and implement information system

witheffectiveness and efficiency

No. LT (Indicative)
1. INTRODUCTION
1.1Software engineering and management: Functions of management,
Need for software management, Conventional software management,
1.2Evolution of software Economics
3+ 2
1.3Improving software Economics, conventional and modern software
engineering
2. SOFTWARE DEVELOPMENT AS A PROCESS

2.1 Building the software development team - Team building as a
process, The Apollo syndrome, Management Styles,
2.2A maturity model for software project management, Process of
4+2
team building
2.3 Developing and maintaining project plan – Software development
plan, using the work break down structure, optimizing the project
plan using the design structure matrix, risk management
3. MANAGEMENT METHODS AND TECHNOLOGY

3.1Selecting a software development life cycle model – the software
quality life cycle, modeling process, life cycle models,
3.2Selecting a software development life cycle , Modeling the target
system – requirements modeling methods, requirements analysis using
self-interaction matrices, Realtime systems.
3.3Estimating project size, cost and schedule – costing and sizing
software projects, software lifecycle management, 3D function point 5+3
method, cost variance method ,
3.4Tracking the software project plan – tracking schemes, Earned
Value Management (EVM), precedence diagramming for cost and
schedule control, tracking remedial action.
4. MANAGING SOFTWARE PROFESSIONALS

4.1 Improving team performance – basics, relative importance of
168
workplace, models of motivation, managing high performance teams.
4.2Evaluating software development team – classic techniques for
valuating individuals.
4+2
4.3Strategy Based Evaluation methods (SEM), the SEM process,
traditional performance evaluation methods, evaluating the software
development team.
5. FUTURE OF SOFTWARE MANAGEMENT

5.1Modern project profiles, Next generation software economics
5.2Modern process transitions Agile, SCRUM approaches of project 2+2
management
Suggested Readings:
1. Lawrence J Peters . Getting results from software development teams, Microsoft Press
2. Walker Royce Software project Management, Addison-Wesley
3. Sanjay Mohapatra, Software Project Management, Cengage Learning
LEARNING OUTCOMES
1. Through this course the students will be able to understand the development process
of software.
2. The students will also be able to understand the various ways to manage software and
software professionals in an organisation.
Course Course Title Level of Knowledge Type of Course 7 No.

Code of Credits
MB84 SOFTWARE QUALITY S4 Working ElectiveCourse 3

03/0410 MANAGEMENT
Course Objective
1. To provide a sound knowledge about software quality among management students
2. To know software quality tools and testing processes in software development

environment

No. LT (Indicative)
1. INTRODUCTION
1.1Software Quality: Meaning and definition of Software Quality.
1.2Quality control v/s Quality Assurance, Quality Assurance in
Software at each Phase of SDLC.
169
1.2 Quality Management System in an organization.
1.5 Need for Software Quality Assurance group. 4+2
1.5Software CMM and other Process improvement Models
2. SOFTWARE QUALITY MEASUREMENT AND METRICS

2.1Product Quality Metrics: Defect Density, Customer Problems
Metric, Customer Satisfaction Metrics,
2.2In-Process Quality Metrics: Defect Arrival Pattern, Phase-Based
4+2
Defect Removal Pattern, Defect Removal Effectiveness,
2.3Metrics for Software Maintenance: Backlog Management Index,
Fix Response Time, Fix Quality
3. BASIC QUALITY TOOLS

3.1Ishikawa’s Diagram, Pareto Diagram, Histogram,
3.2Run Charts, Scatter Diagram, Control Charts, Cause & Effect 2+2
Diagram,
3.3Relations Diagram,
4. SIX SIGMA METHODOLOGY

4.1Define Six sigma. Tracking Xs and Ys.
4.2Six ingredients of Six Sigma.
4.3 Three ways to Six Sigma – Process Improvement, Process
Design/Redesign, Process Management.
5+3
4.4Organizing for six sigma – Leadership Group, Project Sponsors &
Champions, Implementation leader, Master Black Belt, Black Belt,
Team, Process owners.
4.5DMAIC Vs DMADV process
5. SOFTWARE VERIFICATION, VALIDATION & TESTING

5.1Objectives and Limits of Testing, Value Vs Cost of testing.
5.2Test Planning, Static Testing, Functional Testing, Structural 3+3
Testing, Performance Testing.
5.3Testing Environment, Automated Testing Tool.
5.4Analysing and Interpreting Test Results.
Suggested Readings:
1. Nina S Godbole, Software Quality Assurance: Narosa Publishing House Pvt. Ltd
2. Stephen H. Kan, Kan, Metrics and Models in Software Quality Engineering, Second
Edition, Pearson Education, Inc.
3. Gerald D. Everett, Raymond McLeod, Software Testing- Testing Across theEntire
Software Development Life Cycle, John Wiley & Sons , Inc Publication.
4. Pankaj Jalote, CMM in Practice. Processes for Executing Software Projects atInfosys,
Pearson Education
170
LEARNING OUTCOMES
1. The participant will be able to the software quality tools and testing processes in
software development environment.
2. The participant will be able to understand the quality requirement of a software.
INTERNATIONAL BUSINESS ELECTIVES

Knowledge Credits
MB85 INTERNATIONAL FINANCIAL S3 Working Elective Course 3

03/0401 SYSTEM
Course Objective
1. To provide an introduction about international financial system to the participants.
2. To familiarize the participants concepts of exchange rate determination and foreign

exchange markets
3. To familiarize the participants on international financial markets, instruments and

debt crisis.

No.
LT (Indicative)
1. INTERNATIONAL FINANCIAL SYSTEM

1.1Introduction to International Financial System International
Monetary System: Features and requirements
1.2System of exchanging currencies – From Bretton Woods system to
4+2
free float and convertibility
1.3Pegging of currencies –Target Zone Arrangement
1.4European monetary system; International liquidity
2. EXCHANGE RATE
2.1Exchange Rate Determination – Exchange rate determination in
spot and forward market – Interest Rate Parity (IRP), Purchasing
Power Parity, Fisher open equation Monetary and portfolio balance
approaches 4+2
2.2Short run demand and supply theory, BOP theory, and Growth
theory
171
1.6 Forecasting Exchange Rate
3. FOREIGN EXCHANGE MARKETS

3.1Foreign Exchange Markets and its Activities Exchange rate
Quotations and Practices
3.2Foreign exchange market activities; Forex Exposure and Risk
4+2
Management
3.3Arbitraging, hedging, forward contracts, forfeiting and speculation
4. INTERNATIONAL FINANCIAL MARKETS AND

INSTRUMENTS
4.1International Financial Markets and Instruments Changing
Scenario
5+2
4.2International Capital and Money Market Instruments
4.3International Development Banking; Euro – Currency Markets
4.4International Securities Markets and Instruments – Bond and Notes
Market; Equity Market, GDR,ADR, EDR
5. INTERNATIONAL DEBT CRISIS

5.1International Debt crisis Causes and impact on the Developing
and Developed Countries
3+2
5.2Challenges of International Debt Crisis
5.3Case Studies on Debt Crisis
Suggested Readings:
1. Sharan V, International Financial Management, Prentice Hall of India Private Ltd, New Delhi
2. Seth A.K., International Financial Management, Rutledge
3. Jeff Madura, International Financial Management, 7th Edition, Thomson India
4. Levi, Maurice, International Finance, McGraw Hill Inc., New York
5. Shapiro C, Alan, Multinational Financial Management, Wiley India
6. Apte, P.G. International Financial Management, Fourth edition, Tata McGraw-Hill
7. Aswath Damodaran, Corporate Finance -Theory and Practice, Wiley & Sons Inc,2nd Edition
8. Aswath Damodaran, Investment Valuation , Wiley ,2nd Edition
9. Indian Journal of International Business and Finances
10. Asian Economic Bulletin
11. Asian Journal of Management Cases
12. Global Journal of International Business Research
13. Economic and Political Weekly
LEARNING OUTCOMES
172
1. The participant will be able to understand the working of International Monetary
System
2. The participant will be able to understand Foreign Exchange Markets.
3. At the end of this course, the participants will get conceptual clarity and logical
aspects of foreign exchange markets, international financial markets and instruments.

Knowledge Credits
MB85 INTERNATIONAL S3 Working Elective Course 3

03/0402 MARKETING
Course Objective
1. To familiarize the participants basic concepts of International Marketing.
2. To familiarize the participants on factors deciding International Product and its Pricing
3. To familiarize the participants basic concepts of various International Promotional Strategies

No.
LT (Indicative)
1. INTRODUCTION TO INTERNATIONAL MARKETING

1.1 Nature, importance and scope of international marketing
1.2 International market orientation and involvement, International
marketing management process – an overview.
4+2
1.3 Influence of physical, economic, socio, cultural, political and
legal environments on international marketing, operations;
1.4 Scanning and monitoring global marketing environment;
International marketing information system.
2. INTERNATIONAL MARKET SEGMENTATION

2.1 International Market Segmentation and Positioning Screening
and selection of markets;
2.2 International market entry strategies. International Product
4+2
Planning: Major Product and Services decisions.
2.3 Product standardization vs. adaptation;
2.4 Managing product line
2.5 International product life cycle (IPLC
3. PRICING FOR INTERNATIONAL MARKETS

3.1Factors affecting international price determination;
173
4.2 International pricing process and policies
4.3 Delivery terms and currency for export price quotations 4+2
4.4 Transfer pricing. International Distribution Decisions:
Distribution channel strategy – International distribution
channels, their roles and functions
4.5 Selection and management of overseas agents
4.6 International distribution logistics inventory management
4. INTERNATIONAL PROMOTION STRATEGIES

4.1 Communications across countries complexities and issues;
4.2 International promotion tools and planning –Advertising,
personal selling, publicity and sales promotion;
4+2
4.3 Developing international promotion campaign;
4.4 Planning for direct mail, sales literature, trade fairs and
exhibitions.
5. INTERNATIONAL MARKETING PLANNING

5.1International Marketing Planning, Organising and Control 4+2
Emerging trends in International Marketing;
5.2International Marketing through Internet;
5.3Ecological concerns and International Marketing ethics
Suggested Readings:
1. Francis Cherunilam, International Marketing, Himalaya Publishing House, Mumbai.
2. Jain, Subash C., International Marketing, South-Western
3. Rajagopal, International Marketing, Vikas Publishing House.
4. Kumar, V., International marketing research, PHI Learning
5. Rakesh Mohan Joshi, International Marketing, Oxford University Press, New Delhi,2005.
6. J. S. Rathor& B. S. Rathor, Export Marketing, Himalaya Publishing House,
Mumbai,2016.
7. Malhotra, N. K., International marketing research - An applied orientation, Person
Education.
8. Schmidt, M.J., Hollensen, S., Marketing research: An international approach, Prentice
Hall.
9. Craig, C.S., and Douglas, S.P., International marketing research, John Wiley, New York
10. Malhotra N. K., and Dash, S., Marketing research: An applied orientation, Pearson
Education, India.
LEARNING OUTCOMES
1. The participant will gain knowledge on factors deciding International Product and it’s
174
Pricing
2. The participant will understand basic concepts of various International Promotional

Strategies
3. The participant will be familiarized with the InternationalMarketing Research Process

Knowledge Credits
MB85 IMPORT EXPORT S3 Working Elective Course 3

03/0403 POLICIES AND
PROCEDURES
Course Objective
1. To familiarize the participants basic concepts of import/export formalities.
2. To familiarize the participants on important international trade terms.
3. To familiarize the participants processing of an import/export order.

No.
LT (Indicative)
1. REGISTRATION FORMALITIES FOR EXPORTS/IMPORT

1.1 EC Code, DGFT,CB, Regional Licensing authorities, export
Promotion Councils, Tax, Excise Authorities.
1.2Various types of Exports: Merchant/Manufacture,
4+2
1.3 Government regulation on Export/Import - Banned, prohibited,
canalized, restricted items; Status house holders-benefits.
2. INTERNATIONAL TRADE TERMS

2.1 INCOTERMS 2010-FOB,CIF,EXW
2.2 UCPDC-UCP 600; Trade contract and Trade elements;
2.3 Export Payment Terms: Credit Risk Management and Payment 4+2
terms;
2.4 Main features of payment terms Advance payment, Open
Account, Documentary Credit;
2.5 Letter of Credit and parties involved; Types of LC; –
Documentary bills for collection –DP and DA;
2.6 Marine and Credit Insurance
3. IMPORTS
175
3.1 Preliminaries, Procedures & Policies, Government Regulations on
Import- Negative lists;
3.2 Categories of Importers- Actual/Non-Actual user license, Special
4+2
schemes for Importers-EPCG, Duty exemption and remission,
DFIA,DBK,EOUs, SEZ,STPs etc;
3.3 Documentation-Transport documents, bill of entry, airway bill,
Certificate of Inspection, Certificate of Measurement, Freight
Declarations
4. PACKING AND LABELING OF EXPORT CONSIGNMENTS

4.1 Central Excise Rules, Cargo Insurance and Claim Procedures,
Declaration of Exports and forms GR/SDF/PP/SOFTEX,
4+2
Custom Clearance of Export Cargo;
4.2 Quality Control and Pre-shipment Inspection;
4.3 EIA/EIC; ISO 9000/BIS 14000
5. PROCESSING OF AN EXPORT ORDER

5.1 Documents – ADS-commercial and Regulatory Documents;
5.2 Transport Documents, Invoices, Bill of exchange, B/L, Shipping 4+2
bill, certificate of origin-GSP, Customs House Agent;
5.3 Pre-Shipment Export Documents, Letter of Credit, Documents
relating to it, Export Incentives, Export Houses Basics.
Suggested Readings:
1. J. S. Rathor & B. S. Rathor, Export Marketing, Himalaya Publishing House, , Mumbai,2016.
2. Khushpat S. Jain, Export Import Procedures & Documentation, Himalaya Publishing House,
Mumbai, 2015.
3. Export- Policy, Procedures and Documentation by M. I. Mahajan, Show white, 24th Edition,
2010 International Business Management, Text and Cases, Dutta, Excel Book
4. Ram Paras, Exports: What, Where and How?, Anupam Publications, New Delhi
5. Export Import Procedures & Documentation by Dr. Kushpat S. Jain, HPH, 5th Revised
Edition, Aug. 2007
6. Export Marketing by B. S. Rathor & J. S. Rathor, HPH, 3rd Revised & Enlarged Edition,
2006
7. Export Management by T. A. S. Balagopal, HPH, 18th Revised Edition, 2006 Export
Management by D.C. Kapoor, Vikas Publishing House, 2009
8. Ministry of Commerce, Handbook of Procedures, Volumes I and II, Government of India,
New Delhi.
9. Export Procedures and Documentation by M.D. Jitendra, Rajat Publications, Delhi.
10. Export Markets and Foreign Trade Management by Pervin Wadia, Kanishka Publications,
New Delhi.
11. www.eximbankindia.com
LEARNING OUTCOMES
176
1. The participant will understand basic concepts of import/export formalities.
2. The student will gain knowledge on important international trade terms.
3. The participant will be able to comprehend the processing of an import/export order.

Knowledge Credits
MB85 INTERNATIONAL HUMAN S3 Working Elective Course 3

03/0404 RESOURCE
MANAGEMENT
Course Objective
1. To provide a conceptual base on International Human Resources Management
2. To familiarize the participants techniques for taking up global HR assignments
3. To familiarize the participants concepts on practices and programs for global HR

management

No.
LT (Indicative)
1. HR AND GLOBAL BUSINESS CHALLENGE

1.1 The differences between domestic and international Human
Resources
3+2
1.2 The Various perspectives and approaches of International Human
Resource Management
2. THE ROLE OF CULTURAL UNDERSTANDING

2.1 Culture and HR functions in a global subsidiary Planning
Recruitment and Selection, Staffing Policies
3+2
2.2 Performance Management of international employees
2.3 Performance Appraisal in a global context
2.4 Recent innovative methods in HRM.
3. ORIENTING AND TRAINING EMPLOYEES FOR GLOBAL

ASSIGNMENTS
3.1 Approaches to Training
3.2 Integrating business strategy with international training &
4+2
development.
3.3 Compensation-various approaches
3.4 Factors affecting compensation systems benefits
3.5 The Adjustments and Incentives
177
4. ILO AND INTERNATIONAL LABOR RELATIONS
4.1 Key issues, Various Agreements International Labour standards
4.2 Safety and fair Treatment, Repatriation: Process, Problems and
Solutions.
4.3 International Labour Organisation and International Labour
4+2
Laws – International Labour Standards – International
Programme on Elimination of Child Labour (IPEC) - National
Initiatives on Child Labourwith prioritygiven to the urgent
elimination of the worst forms of Child Labour
5. MNC’s and HR Policies

5.4 Human Resources Practices and Programs adopted in USA
5.5 HR Practices in Major European (Russia, France and Germany) 4+2
and Major Asian countries (Japan, China and India).
Suggested Readings:
1. P.L Rao, International Human Resource management, Excel books.
2. Arun Monappa, Ranjeet Nambudiri, Patturaja Selvaraj. Industrial relations & Labour Laws. Tata
McGraw Hill. 2012
3. Dowling PJ and Welch DE, International Human Resource Management, Cengage Learning,
Thompson.
4. Pawan Budhwar, Managing Resources in Asia-Pacific, Rutledge Taylor & Francis Publication.
5. Paul Sparrow, Chris Brewster and Hillary Harris, Globalizing Human Resource Management,
Rout ledge Taylor & Francis Publication.
6. Randal Schuler & Susan Jackson, Managing Human Resources in Cross-Border Alliances,
Rutledge Taylor & Francis Publication.
7. Monappa, Nambudri and Selvaraj, Industrial Relations and Labour Laws, 2nd Edition, Tata
McGraw-Hill, 2012.
8. Websites: www.india-laws.comwww.lawinfo.com
9. Journals – Management and Labour Studies, International Labour Review
LEARNING OUTCOMES
1. The participant will understand the global HR management challenges
2. The participant will analyze the techniques for taking up global assignments.
3. The participant will gain thorough knowledge on practices and programs for global
HR management.
178
Knowledge Credits
MB85 GLOBAL TRADE S3 Working Elective Course 3

03/0405 PRACTICES
Course Objective
1. To familiarize the participants concepts of international trade.
2. To familiarize the participants on India’s foreign trade and policies.
3. To introduce participants about Indian Government role in fostering international trade in

India.

No.
LT (Indicative)
1. INTERNATIONAL TRADE
1.1 Need and Importance of International Trade - Leading Countries
1.2 Pattern and Structure of Global Trade, Major Trade Blocks:
NAFTA, EEC, ASEAN, Tariff and Non-tariff Barriers
4+ 2
1.3 Recent Trends in World Trade
2. INDIA’S FOREIGN TRADE AND INVESTMENTS

2.1 Pattern and Structure of India’s Foreign Trade;
2.2 Terms of Trade
2.3 Foreign Investment Flows – FDI 3+ 2
2.4 India’s Balance of Payments Account and Correction Policies.
3. INDIA’S FOREIGN TRADE POLICY

3.1 FTP 2015-20 highlights-MEIS,SEIS etc.
3.2 Export Promotion – Import Policy and Control – Foreign
Investment Policy – Policy Framework for FDI in India;
4+2
3.3 Nature and Characteristic Features of Exim documents; EDI and
Documentation;
3.4 EXIM Policy Framework: DGFT, Legal framework, Objective
of EXIM policy;
3.5 Policy Overview – Facilities and Restrictions.
4. ROLE OF GOVERNMENT IN INDIA’S FOREIGN TRADE

4.1DGFT – FEMA-EPC;EOU – EPZ – SEZ in India, Government
support for International Trade-Schemes and Incentives
179
4.2Credit Risk Management: Export Credit Insurance – Concept and
importance
4.3Role of Export Credit Guarantee Corporation (ECGC); Covers
4+2
issued by ECGC
4.4 Financial Guarantees
4.5 Coverage of Commercial and Political risks – Procedures and
Documentary requirements.
5. INTERNATIONAL TRADE BODIES AND REGULATIONS

5.1 WTO,WIPO-TRIPS,TRIMS, GATS,GSP;
5.2 India’s Trade relationship with major Trade Blocs in the world –
India’s Trade agreements with various blocs.
5.3 International Trade Laws: International Contracts of Sale of
5+2
Goods Transactions
5.4 International Trade Insurance–Patents-Trademarks-Copyright
and Neighbouring Rights
5.5 Plant Variety Protection, Traditional Knowledge, Bio-Diversity,
Geographical Indications
Suggested Readings:
1. Francis Cherrunilam, International Trade and Export Management, Himalya Publishing
House, 2009.
2. Indian Economy by Ruddar Datt & K.P.M. Sundaram, 61st Edition, S Chand& Sons
3. H. Elhanan, International trade and trade policy, MIT Press
4. Ram, Paras, Exports: What, Where and How?,Anupam Publications, New Delhi.
5. Salvatore D, International Economics, John Wiley & Sons.
6. SubbaRao P, International Business, Himalya Publishing House
7. Indian Economy by Misra & Puri, 4th Edition, Himalaya Publishing House
8. Ministry of Commerce, Handbook of Procedures, Volumes I and II, Government of India
9. http://www.wto.org/
10. http://www.imf.org/external/index.htm
LEARNING OUTCOMES
1. The participant will be familiarized with the concepts of international trade.
2. The participant will be able to understand the role of government in foreign trade
3. The student will have a thorough knowledge on trade laws and trade insurance.
180
Knowledge Credits

03/0406 ECONOMIC
ORGANISATIONS
Course Objective
1. To provide an introduction on relevance of international economic organizations.
2. To provide an introduction on important international trade agreements and

economic integration.
3. To familiarize the participants on important regional trade blocs and its impact on
India’s global trade.

No.
LT (Indicative)
1. INTERNATIONAL ORGANISATIONS
1.1 International Monetary Fund (IMF): 5+2
1.2 World Bank Group-International Bank for Reconstruction and
Development (IBRD)
1.3 International Development Agency (IDA)
1.4 International Finance Corporation (IFC)
1.5 Multilateral Investment Guarantee Agency (MIGA)
2. INTERNATIONAL AGREEMENTS ON TRADE & SERVICE

2.1 General agreement on Tariffs and Trade (GATT);
2.2 World Trade Organisation (WTO);
2.3 WTO Agreement, Tariff and Non- Tariff restrictions, Investment 4+ 2
and transfer of technology, Quota restriction and anti- dumping,
permissible regulations, Dumping of discarded technology and
goods in International Markets.
2.4 United Nations Conference on Trade and Development
(UNCTAD)
2.5 International Labour Organisation(ILO).
3. ECONOMIC INTEGRATION AND COOPERATION

3.1 Meaning and Scope, rationale and objectives
3.2 Forms of Integration, Integration Theory 4+2
3.3 Benefits and Disadvantages of RIAs
3.4 Economic Integration of Developed Countries and Developing
countries.
4. SELECTED REGIONAL BLOCKS
181
4.1 NAFTA, EU, ASEAN, SAARC, SAPTA
4.2 Indo-Lanka Free trade, Indo -Singapore CECA 4+2
4.3 Globalization vs. Regionalization.
5. India and International Economic Organisations

5.1 India’s Trade relationship with major Trade Blocs in the world
5.2 India’s Trade agreements with various blocs;
5.3 India and Regional cooperation 4+2
5.4 Impact of international economics organisations in Indian’s trade
and service – WTO, WIPO etc.
Suggested Readings:
1. Cherunilam Francis, International Economics, TATA McGraw-Hill Publishing Company Ltd,
New Delhi.
2. Pugel, Thomas, International Economics, 13th edition, McGraw-Hill-Irwin, 2007
3. International Economics Theory and Policy , 6/E Paul Krugman, Maurice Obstfeld, Pearson
Education
4. International Economics, 9/E, Robert Carbaugh, Cengage – South Western
5. International Business , 12/E, John Daniels, Lee Radebaugh, Daniel Sullivan and Prashant
Salwan, Pearson
6. Edward Leamer, editor, International Economics, Worth Series in Outstanding Contributions,
Worth Publishers, 2001
7. Jagdish N. Bhagwati, Arvind Panagariya, and T. N. Srinivasan, Lectures on International
Trade, second edition (Cambridge, MA: MIT Press, 1998).
8. Krugman P.R and M. Obstfeld , International Economics : Theory and Policy, Pearson.
9. Salvatore D, International Economics, Wiley India
10. Friedman, Thomas, The World is Flat, 2nd edition, Farrar, Strauss and Giroux, New York,
2006
11. Paul R. Krugman, Rethinking International Trade (Cambridge, MA: MIT Press, 1990).
12. Websites: http://www.wto.orghttp://www.imf.org/external/index.htm
13. Journal - Asian Economic Bulletin
LEARNING OUTCOMES
1. The participant will understand the relevance of international economic

organizations
2. The participant will understand important international trade agreements and

economic integration.
3. The participant will gain knowledge on regional trade blocs and its impact on India’s
global trade.
182
MB85 INTERNATIONAL LOGISTICS S4 Working Elective Course 3

03/0407 AND SUPPLY CHAIN
MANAGEMENT
Course Objective
1. To provide an introduction on concepts and relevance of logistics and supply chain

management in international trade.
2. To familiarize the participants concepts of various modes of transport and

warehousing of merchandise goods.
3. To familiarize the participants concepts of supply chain drivers.

No.
LT (Indicative)
1. MARKETING LOGISTICS
1.1 Concept, objectives and scope;
1.2 Relevance of logistics in international marketing;
1.3 International supply chain management and logistics; 4+2
1.4 Concept of customer service;
1.5 Third and Fourth Party Logistics
1.6 Total cost approach to Logistics.
2. GENERAL STRUCTURE OF SHIPPING AND AIR

TRANSPORT
2.1 Characteristics, liner and tramp operations;
2.2 Code of conduct for liner conferences;
5+2
2.3 Freight structure and practices;
2.4 Chartering principles and practices
2.5 UN convention on shipping
2.6 Air transport – Air freight – IATA – Cargo handling;
2.7 Freight structure and operations
2.8 Carrier consignee liabilities.
3. DEVELOPMENTS IN OCEAN TRANSPORTATION

3.1 Containerization-types;
3.2 CFS and ICD; Dry ports;
3.3 Multi-modal transportation and CONCOR;
3.4 Role of intermediaries including freight booking, shipping 4+2
agents, C&F agents, Ship owner and shipper consultation
183
arrangements.
3.5 Inventory control and Warehousing: Inventory management –
concepts and application to international marketing;
3.6 Significance and types of warehousing facilities
4. SUPPLY CHAIN
4.1 Definition – scope and importance of supply chain
4.2 supply chain drivers and metrics – 3+2
4.3 Designing supply chain network: Distribution network
4.4 Factors influencing distribution
4.5 Transportation decision in supply chain management
5. FORECASTING AND PLANNING IN SUPPLY CHAIN

MANAGEMENT
5.1 Measuring Logistics Costs and Performance-
4+2
5.2 Co-ordination in supply chain management-
5.3 Role of IT in supply chain management.
5.4 Global Merits of Logistics Management
Suggested Readings:
1. K. ShridharaBhat, Logistics and Supply Chain Management, Himalaya Publishing House,
Mumbai, 2014.
2. Sudalaimuthu S, Raj S. Anthony, Logistics Management for International Business: Text
and Cases, Prentice-Hall of India Pvt. Ltd.
3. Ronald H. Ballou and Samir K. Srivastava, Business Logistics and Supply Chain
Management, Pearson education, Fifth Edition
4. Sunil Chopra and Peter Meindl, Supply Chain Management-Strategy Planning and
Operation, PHI Learning / Pearson Education, 2007.
5. Branch Alan, Global supply chain management and International logistics, Routledge,
2009
6. David P, International Logistics, Biztantra, New Delhi , 2006.
7. Ballau, R.H., Business Logistics Management, Prentice Hall, Englewood Cliffs.
8. Murphy, Paul R. and Donald F. Wood, Contemporary Logistics, Prentice Hall.
9. Marks, Daniel, Shipping Cartels. 9. Shapiro, R., Logistics Strategy: Cases and Concepts,
West Publishing, St. Paul.
10. Coughlan, A.Anderson, E. and Louis W. Stern, Marketing Channels, Prentice Hall.
11. Bowersor, Donald J and David J Closs, Logistics management and IntegratedSupply
Chain Management, Tata McGraw Hill.
12. Christopher, M., Logistics and Supply Chain Management, Prentice Hall
13. Journals - ICAO Journal, New York., Indian Shipping and Transport, Mumbai, The
Marine Times, Mumbai, International Journal of Logistics Management Foreign Trade
Review
184
LEARNING OUTCOMES
1. The participant will gain knowledge on concepts and relevance of logistics and supply
chain
2. The participant will understand various modes of transport and warehousing of

merchandise goods.
3. The participant will analyze the concepts of supply chain drivers

MB85 INTERNATIONAL TRADE S4 Working Elective Course 3

03/0408 PROMOTION STRATEGIES
Course Objective
1. To familiarize the participants concepts of International Advertising, Media Planning

and analysis.
2. To familiarize the participants on International Sales Promotion and information on

International Trade Promotion Organizations.
3. To familiarize the participants on Government Regulations/Incentives on

import/export of promotional materials.

No.
LT (Indicative)
1. GLOBAL ADVERTISING
1.1Global market segmentation and advertising strategy
1.2 Advertising media, branding, selecting of advertising agency
1.3 Branding decisions in International trade 4+2
1.4 Brand piracy.
2. MEDIA PLANNING AND ANALYSIS

2.1 Tactical considerations, specific media information
2.2 Media limitation legal and tax consideration
2.3 language limitation, cultural diversity production and cost 4+2
limitation
2.4 International control of advertising
3. SALES PROMOTION
3.1 Sales Management for exporters, Export Sales Organizations
3.2Government Regulations for Import and Export 4+2
185
3.3 Export Salesman – characteristics, recruitment and training
routing of salesman, Foreign language skills
3.4Sales Promotion Restrictions.
4. EXPORT PROMOTION
4.1Export Promotion Organization
4.2Foreign Embassy Support 3+2
4.3 ITPO,DGFT,DGCI&S, CGPDTM,SEZ,APEDA,FIEO, IIFT,
MPEDA
4.4 Commodity Boards and Export Promotion Councils
5. INTERNATIONAL AGENCIES FOR TRADE PROMOTION

5.1Major Global Trade Fairs/Exhibitions
5.2Commodity/Sector 4+3
5.3Government support for trade promotion-incentives
5.4Use of Internet for Trade Promotion
5.5Emerging trends in International Trade Promotion
Suggested Readings:
2. Rakesh Mohan Joshi, International Marketing, Oxford University Press, New Delhi, 2005
3. Rathor J S & Rathor B S, Export Marketing, Himalaya Publishing House, Mumbai, 2016.
4. Books 1. Keller: strategic Brand Management, Pearson Education, 2010
5. Belch & Belch : Advertising & Sales Promotion, Tata McGraw Hill 2009
6. Advertising & sales promotion by Kazmi & Batra (Excel books)
LEARNING OUTCOMES
1. The participant will be familiarized with the concepts of International advertising,

media planning and analysis.
2. The participant will gain knowledge on International sales promotion and

International trade promotion organizations.
3. The participant will understand the Government Regulations/incentives on

import/export of promotional materials.
186
MB85 INTERNATIONAL BUSINESS S4 Working Elective Course 3

03/0409 NEGOTIATIONS
Course Objectives
1. To familiarize the participants concepts of International Business negotiations
2. To familiarize the participants on Cultural Aspects of International Business

Negotiation
3. To familiarize the participants on Frameworks and Support for International

Business Negotiations

No.
LT (Indicative)
1. NATURE OF INTERNATIONAL BUSINESS NEGOTIATIONS

1.1 Framework for international business negotiations
1.2 Background factors - Impact of national culture, organizational
culture and personality on
4+2
buyer-seller interaction
1.3 Model of the negotiation process with different strategies and
planning
1.4 Distributive bargain and integrative negotiations.
2. CULTURAL ASPECTS OF INTERNATIONAL BUSINESS

NEGOTIATION
2.1 Role of culture, patterns of cross-culture behavior and
communication 4+2
2.2 Importance of understanding the negotiating conventions
2.3 Expectations between foreign counterparts
2.4 Comparative and inter-cultural studies of negotiating behavior
3. INTER-FIRM NEGOTIATION STUDIES

3.1 Buyers’ negotiating strategies in international sourcing
3.2 Negotiating sales export transaction and agency agreements, 4+2
Negotiating licensing agreements
3.3 Negotiating international joint ventures, projects.
3.4 Cooperative negotiation for mergers and acquisitions.
187
4. FRAMEWORKS AND SUPPORT FOR INTERNATIONAL
BUSINESS
NEGOTIATIONS
3+2
4.1 Mutli-national, bilateral trade agreements
4.2 Government supported trade delegations
4.3 International trade fairs, international trading houses, industry
associations.
5. ETHICS IN NEGOTIATIONS
5.1 Differences from an ethical perspective of the importance of
relationship development 4+3
5.2 Negotiating strategies, decision making methods, contracting
practices, illicit behaviours such as bribery
5.3 Best practices in negotiations, business etiquette. Personality
and negotiation skills
Suggested Readings:
1. Claude Cellich, Subhash Jain -Global Business Negotiations: A Practical Guide ,
South-Western Educational Publishing 2004
2. Pervez N. Gauri and Jean Claude Usunier, International Business Negotiations, Elsevierltd
2008
3. Robert T. Moran and William G. Stripp, Successful International Business gotiations,2004
4. Leigh L, Negotiation Theory and Research. Thompson, 2003
LEARNING OUTCOMES
1. The participant will be familiarized with the concepts of International Business

negotiations
2. The participant will gain knowledge on Cultural Aspects of International

Business Negotiation
3. The participant will understand the importance of Ethics in Negotiations
188

03/0410 CONSUMER AND
INDUSTRIAL BUYER
BEHAVIOUR
Course Objectives
1. To familiarize the participants concepts of International Consumer and Industrial

Buyer Behaviour
2. To familiarize the participants on Cross-Cultural Consumer Behaviour

No.
LT (Indicative)
1. INTRODUCTION
1.1 Consumer Behaviour Theory and its Application to Marketing
Strategy
1.2 Consumer Buying Process: Extensive, Limited and 4+2
Routine Problem Solving Behaviours.
2. INTERNAL DETERMINANTS OF BUYING BEHAVIOUR

2.1 Individual differences among customers and markets
segmentation; Needs, motivation and Involvement
2.2 Information processing and consumer perception 4+2
2.3 Learning; Attitudes and attitude Change
2.4 Personality and psychographics (values and life style analysis).
3. MODELS OF CONSUMER BEHAVIOUR

3.1 Organisational Buying Behaviour Process
3.2 Buying Behaviour model 4+2
4. CROSS-CULTURAL CONSUMER AND INDUSTRIAL

BUYING BEHAVIOUR
4.1 Economic Demographic and socio-cultural trends and 3+2
consumer behavior
4.2 Globalisation of consumer markets
4.3 International marketing implications
5. Innovation Diffusion and Consumer Adoption Process
189
5.1 Diffusion of Innovation Across Nations/Cultures
5.2 Consumer Satisfaction and Other Feedbacks 4+3
5.3 Cross-Cultural Consumer Research – Complexities and issues
Suggested Readings:
2. Rakesh Mohan Joshi, International Marketing, Oxford University Press, New Delhi, 2005
3. Rathor J S & Rathor B S, Export Marketing, Himalaya Publishing House, Mumbai, 2016.
4. Books 1. Keller: strategic Brand Management, Pearson Education, 2010
5. Belch & Belch : Advertising & Sales Promotion, Tata McGraw Hill 2009
6. Advertising & sales promotion by Kazmi & Batra (Excel books)
LEARNING OUTCOMES
1. The participant will be familiarized with the concepts of Individual Consumer

Behaviour.
2. The participant will gain knowledge on International consumer Behaviour.
3. The participant will understand the models of consumer behavior and Cross cultural
consumer behavior.
190

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MASTER OF BUSINESS ADMINISTRATION

PROGRAM STRUCTURE AND SYLLABUS

(UNDER MAHATMA GANDHI UNIVERSITY PGCSS REGULATIONS 2019)

EXPERT COMMITTEE FOR BUSINESS MANAGEMENT

▪ Aim of the Program:

▪ Eligibility for Admission: A pass in any Bachelor’s Degree Examination of Mahatma

▪ Medium of Instruction and Assessment: English

▪ Faculty under which the Degree is Awarded: Faculty of Management Science

▪ Specializations offered, if any: Finance, Human Resources Management, Marketing,

1.3. Objectives of MBA Programme

1.4. Programme Outcomes

2.2 Admission Procedure

Entrance Examination Score 80%

Group Discussion 10%

Personal Interview 10%

3. COURSE DURATION – ACADEMIC AND EXAMINATION CALENDAR

3.2 Examination Calendar

MBA Examination Calendar

Semester University Examinations and Viva-voce Schedule

S1 Course Viva I 1st Week of November

University Examination S1 MBA 3rd week of November

S2 Course Viva II 1st Week of June

University Examination S2 MBA 2nd Week of June

S3 Course Viva III 4th Week of September

University Examination S3 MBA 1st Week of October

S4 Course Viva IV 3rd Week of February

University Examinations S4 MBA 2nd Week of March

3.3 Internship and Research Project Calendar

Semester Internship / Project Duration

S3 Summer Internship April- May

S3 Internship Presentation July

S4 Problem centered Research Project April to May

S4 Research Project Presentation & Viva June

Foundation Programme in First Semester

MBA FC0102 Quantitative Foundation 8

MBA FC0103 Fundamentals of Economics 6

MBA FC0105 Introduction to Case Method 6

MBA FC0106 Introduction to Research & Projects 6

MBA FC0107 General Orientation Programme (GOP) 8

Suggested areas in General Orientation Programme (GOP) are:

MB010101 Management Concepts & Organizational 40 60 4

MB010102 Business Communication 40 60 4

MB010103 Managerial Economics 40 60 4

MB010104 Accounting for Management 40 60 4

MB010105 Quantitative Methods 40 60 4

MB010106 Legal Environment of Business 40 60 4

MB010107 Environment Management 40 60 4

MB010108 Course Viva I 50 2

MB010201 Financial Management 40 60 3

MB010202 Marketing Management 40 60 3

MB010203 Human Resources Management 40 60 3

MB010204 Operations Management 40 60 3

MB010205 Management Science 40 60 3

MB010207 Business Research methods 40 60 4

MB010208 Entrepreneurship Development 40 60 4

MB010209 Course Viva II 50 2

MB010301 Big Data & Business Analytics 40 60 4

MB010302 Business Ethics & Corporate Governance 40 60 4

MB010303 Course Viva III 50 2